TY - JOUR
T1 - Approaches to managerial influence in the People's Republic of China
AU - Krone, Kathleen J.
AU - Chen, Ling
AU - Xia, Hongwei
N1 - Funding Information:
These quotations were extracted from interviews conducted with 10 factory directors from the People's Republic of China. This research was supported in part by a grant from the Office of Research at The Ohio State University. 1
PY - 1997
Y1 - 1997
N2 - This study identifies approaches to managerial influence in the People's Republic of China and examines the reflection of cultural themes in these approaches. Forty-eight factory directors from state-owned enterprises completed a survey in which they reported what they would say to workers in obligatory and nonobligatory work situations. Descriptive coding was used to develop message category systems for each situation. A more interpretive form of analysis was used to identify how the cultural themes of values, political ideology, and changing managerial roles were reflected in the influence approaches reported. The interrelated cultural values of group-centeredness, hierarchy, and face concern were reflected most often, followed by political ideology and changing managerial roles. Results reveal how managerial influence in China is best understood within the relational, political, and economic contexts in which it occurs.
AB - This study identifies approaches to managerial influence in the People's Republic of China and examines the reflection of cultural themes in these approaches. Forty-eight factory directors from state-owned enterprises completed a survey in which they reported what they would say to workers in obligatory and nonobligatory work situations. Descriptive coding was used to develop message category systems for each situation. A more interpretive form of analysis was used to identify how the cultural themes of values, political ideology, and changing managerial roles were reflected in the influence approaches reported. The interrelated cultural values of group-centeredness, hierarchy, and face concern were reflected most often, followed by political ideology and changing managerial roles. Results reveal how managerial influence in China is best understood within the relational, political, and economic contexts in which it occurs.
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U2 - 10.1177/002194369703400305
DO - 10.1177/002194369703400305
M3 - Article
AN - SCOPUS:0041716758
SN - 0021-9436
VL - 34
SP - 289
EP - 315
JO - Journal of Business Communication
JF - Journal of Business Communication
IS - 3
ER -