Philip C. Wright

Toward a conceptual framework of employee volunteerism: an aid for the human resource manager

The purpose of the research is to provide HR managers with some guidance, as they develop employee volunteer programs to meet specific workforce needs. Structured interviews were conducted with eight employees. The data suggest that employees who volunteer time believe that such experiences benefit them personally and improve their ability to perform their work duties. There were slight differences in program type, with those employees involved in programs characterized by high management support and commitment tending to perceive that they reap high overall rewards for their volunteer activities. The perceived impact of volunteer activities on employees included: an improved ability to cope with job challenges; the development of contacts and skills that can be used on the job; improved self‐esteem and a sense of pride. These factors can increase employees’ ability to be proactive problem solvers on the job.

Guanxi and the realities of career development: a Chinese perspective

Understanding and utilizing guanxi presents a continuing challenge for western firms in China. This article reviews current research, highlighting two different types of guanxi: person‐to‐person and firm‐to‐firm. Based on interviews with 43 Chinese managers, it is suggested that firm‐to‐firm guanxi may be the more valuable to western companies, as most expatriate managers are sojourners, destined to stay only a relatively short time in China. The ramifications for career planning are discussed within the context of a model that illustrates how firm‐to‐firm guanxi can be created.

A model for Chinese management education: adapting the case study method to transfer management knowledge

Considers the transfer of management knowledge to the People’s Republic of China through Western universities as a complex process involving cultural as well as educational issues. Shows that the traditional case study format prevalent in MBA style executive education must be modified for use with Chinese executives. Describes a management education programme for Chinese executives. Attributes a successful outcome of facilitating factors that included using a modified version of Mintzberg’s model of managerial work and a case‐study method attuned to the participants’ learning and cultural needs. Presents a learning model appropriate for use in any high context culture.

Developing and validating an international business negotiator’s profile

Reports on the development and the validation of a measurement scale of International Business Negotiators (IBNs), derived from the literature and confirmed byself‐perceptions of Chinese business negotiators. Following a qualitative approach, the authors analyzed literature based on prior works in international business negotiations, cross‐cultural management, international business executives, and Sino‐Western business negotiations, to derive themes and items for developing an IBNs measurement scale. The key‐informant method was used to survey Chinese business negotiators (N1=92, N2 =478) for operationalizing the IBNs scale. Exploratory and confirmatory factor analyses, as well as structural equation modeling analysis, were carried out to examine and to validate factor structures, internal consistency, unidimensionality and the construct validity of the IBNs. The results justify a ten‐factor IBNs scale with significant psychometric properties.

Changing the mindset: the training myth and the need for world-class performance

Abstract Using data from Canada, the Czech Republic, Hong Kong and Indonesia, this paper tests the concept that training should be viewed as only one (perhaps small) factor in the drive towards world-class productivity. Rather, it is a combination of social science and physical science factors that must be managed, if productivity is to improve. This gap analysis technique focuses on reactive and proactive job analyses to develop programmes of workplace change. Even when utilized in widely varying cultures, the model yields comparable results.

Cultural values, workplace behavior and productivity in China: A conceptual framework for practising managers

Purpose – The purpose of this paper is to examine the influence of the Chinese cultural architecture on motivating workplace behaviour for enhanced productivity in Chinese workplaces.Design/methodology/approach – The paper describes the Chinese cultural architecture and presents a cursory review of the substantive literature in this field. Based on this review, a conceptual framework for managing within Chinese organizations is presented, based on the first‐hand experience in the field as well as anecdotal evidence provided by practitioners in international management.Findings – In the light of research, which suggests that the realities about motivation in the context of Chinese workplaces are more complicated than originally thought, this paper moves away from viewing Chinese workplace behaviour from a purely systems‐based perspective. Although ideas about collectivism and individualism certainly explain important aspects of workplace behaviour, an orientation to practicality and the emotive side of lif...

Changing the management mindset: management style and coping with world‐class competition

Using the Chinese, family‐owned manufacturing firm as a primary example, Asian styles of management are examined in light of their ability to compete in a free‐trade environment. It is concluded that traditional, authoritarian, relationship‐based management concepts are not likely to fare well in fast‐changing global arenas. Nevertheless, a model for expanding into international markets is presented, with the realization that most Chinese‐managed firms would be advised to adopt regional rather than global strategies.

The potential impacts of national feelings on international business negotiations: a study in the China context

Business negotiations in China require patience, tenacity and an in-depth knowledge of Chinese culture and customs. This paper adds to our knowledge of the Chinese psyche by exploring the concept of national feelings and illustrating how they might affect negotiation processes and business relationships. The data are drawn from a large survey of Chinese negotiators (N=477) in Beijing, Shanghai and Guangzhou. The results suggest that national feelings need to be taken into account, by both Western and Chinese negotiators, or business negotiations can be severely compromised.

State‐owned enterprises (SOEs) in Vietnam – Perceptions of strategic direction for a society in transition

Explores, using face‐to‐face interviews, the perceptions of managers in state‐owned enterprises in Vietnam, as to their strategic plans. Given that many of these enterprises will have to be privatized, sometime in the future, it is surprising that little thought has been given to this eventuality. Suggests that the massive nature of the state sector (40‐50 per cent of the economy) will make it difficult for policy makers to enact change. Outlines a macro‐economic formula for planned, gradual conversion, keeping this reality in mind.

The missing link: coaching as a method of improving managerial skills in smaller businesses in Asia

Using the example of a “successful” managerial training programme as a starting point, this article illustrates how training addresses only the routine, or core aspects of the small business manager’s job. Thus, training is discussed in terms of where this activity should fit into the developmental paradigm. Then, utilizing recent advances in executive coaching techniques, a different learning model is created, one that builds on traditional training, but focuses on behavioural change.