Title

Chinese managerial activities : culture versus local isomorphism

Document Type

Journal article

Source Publication

Asia Pacific Business Review

Publication Date

1-1-2002

Volume

8

Issue

3

First Page

1

Last Page

15

Abstract

This article examines the effects of individual, organizational, and country level factors on the managerial activities of Chinese managers, with their Canadian counterparts as the control group. It is found that country-level factors are better predictors of variations in managerial activities than individual and organizational factors. Specifically, the results indicate that Taiwanese managers place more, and Hong Kong managers less, emphasis on managerial activities when compared to Canadian managers. This implies that the notion of 'Chinese management', without accounting for national context, should be treated with caution. The result is also consistent with the premises advanced by proponents of 'local isomorphism'.

DOI

10.1080/713999156

Print ISSN

13602381

E-ISSN

1743792X

Publisher Statement

Copyright © 2002 Taylor & Francis

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Recommended Citation

Lau, C.-M., Ng, I., & Ngaw, M.-K. (2002). Chinese managerial activities: Culture versus local isomorphism. Asia Pacific Business Review, 8(3), 1-15. doi: 10.1080/713999156