: Claude-Hélène Mayer, Lynette Louw, Christian Martin Boness
: Managing Chinese-African Business Interactions Growing Intercultural Competence in Organizations
: Palgrave Macmillan
: 9783030251857
: 1
: CHF 86.00
:
: Sonstiges
: English
: 251
: Wasserzeichen/DRM
: PC/MAC/eReader/Tablet
: PDF

This book provides deep insights into intercultural collaboration among business partners, employees, managers, and entrepreneurs in Chinese-African professional interactions. It presents cultural and theoretical knowledge on Chinese and African management, leadership, and philosophy. Chinese and African scholars and professionals share their insights into how to address intercultural management challenges proactively and successfully. The cases provide insights into a wide variety of industries and offer actual scenarios studied in governmental, parastatal, and private Chinese-owned organizations in twelve African countries. This book will benefit a broad readership including scholars in employment relations and business management as well as African and Chinese collaborators in academia, government, NGOs and industry.




Claude-Hélène Mayer is a Professor in Industrial and Organisational Psychology at the University of Johannesburg, South Africa, an Adjunct Professor at the European University Viadrina, Frankfurt (Oder), Germany, and a Senior Research Associate at Rhodes University, South Africa. Her research areas are transcultural management, mental health and well-being, women in leadership, transformation of emotions, shame and psychobiography.

Chr stian Martin Boness is an Associated Researcher at the Department of Management, Rhodes University, South Africa.

Lynette Louw is the Raymond Ackerman Chair of Management and current Deputy Dean, Faculty of Commerce at Rhodes University, South Africa. Her areas of specialty and research include strategic management, organisational behaviour, and cross-cultural management
Foreword6
Acknowledgements8
Contents9
Notes on Contributors12
Part I: Cultural Insights into Chinese-African Management16
Chapter 1: Introduction17
1.1 Introduction17
1.2 Managing Intercultural Interactions Successfully20
1.3 Intercultural Competences21
1.4 Aim and Purpose of the Book24
1.5 Contents of the Book and How to Use It25
References28
Chapter 2: Chinese Cultural Concepts and Their Influence on Management32
2.1 Introduction32
2.2 Origins of Chinese Culture33
2.3 Application of Specific Concepts in Chinese-Style Management34
2.3.1 Confucianism34
2.3.2 Guanxi35
2.3.3 Mianzi35
2.3.4 Industriousness, Righteousness and Integrity36
2.3.5 Collectivism36
2.3.6 Hierarchy37
2.3.7 Patriarchy37
2.3.8 Chinese Baijiu Culture and Tea Culture38
2.3.9 Hukou38
2.3.10 Danwei39
2.4 Questionable Value of Chinese-Style Management Behaviours39
2.4.1 Chinese-Style Decision-Making40
2.4.2 Family-Based Management40
2.4.3 Chinese Authoritarian Leadership40
2.4.4 “Pushing, Dragging and Pulling” Crisis Management41
2.4.5 Excessively Implicit Expression41
2.5 Improvement Strategies and Recommendations for African Partners42
2.5.1 Chinese-Style Decision-Making42
2.5.2 Family-Based Management42
2.5.3 Authoritarian Leadership43
2.5.4 Moderate Crisis Management43
2.5.5 Excessively Implicit Expression44
2.6 Conclusion44
References45
Chapter 3: African Cultural Concepts and Their Influence on Management49
3.1 Introducing African Cultural Concepts49
3.2 Problematising African Cultural Concepts50
3.3 Impact of Africa’s History on Intercultural Business and Intercultural Cooperation51
3.4 African Management and Leadership53
3.5 Philosophical Backgrounds and Their Impact on African Management Culture55
3.5.1 Ubuntu55
3.5.2 African Renaissance57
3.6 Culture-Specific Concepts in Intercultural Management61
3.6.1 Social Culture: Socialising and Greetings61
3.6.2 Building Kinship-Type Relationships62
3.6.3 Consensus in Decision-Making63
3.6.4 Deferment to Responsible Authority63
3.7 Conclusion65
References66
Part II: Intercultural Training Cases: Dealing with International Communication, Cooperation and Negotiation70
Chapter 4: Case 1: Dealing with Organisational Strategies in the Tanzanian-Chinese Chalinze Water Project71
4.1 Case Narrative71
4.2 Questions and Points of Discussion73
4.3 Chinese Perspectives74
4.4 African Perspectives75
4.5 Culture-Specific Solutions76
4.5.1 Short-Term Solutions from Chinese Perspectives76
4.5.2 Long-Term Solutions from Chinese Perspectives76
4.5.3 Short-Term Solutions from African Perspectives77
4.5.4 Long-Term Solutions from African Perspectives77
4.6 Recommendations for Chinese-African Intercultural Cooperation78
References79
Chapter 5: Case 2: “Not who I am, not what I mean”: Intercultural Communication in Chinese-South African Interactions80
5.1 Case Narrative80
5.2 Chinese Perspectives on Intercultural Communication81
5.3 South African Perspectives on Intercultural Communication83
5.4 Questions and Points of Discussion85
5.5 Chinese Perspectives85
5.6 African Perspectives87
5.7 Culture-Specific Solutions89
5.7.1 Short-Term Solutions from Chinese Perspectives89
5.7.2 Long-Term Solutions from Chinese Perspectives89
5.7.3 Short-Term Solutions from African Perspectives90
5.7.4 Long-Term Solutions from African Perspectives90
5.8 Recommendations for Chinese-African Intercultural Cooperation91
References91
Chapter 6: Case 3: Dealing with Organisational Structures, Decision-Making and Participation in the Zambian Textile Industry94
6.1 Case Narrative94
6.2 Questions and Points of Discussion98
6.3 Chinese Perspectives98
6.4 Zambian Perspectives100
6.5 Culture-Specific Solutions103
6.5.1 Short-Term Solutions from Chinese Perspectives103
6.5.2 Long-Term Solutions from Chinese Perspectives104
6.5.3 Short-Term Solutions from Zambian Perspectives105
6.5.4 Long-Term Solutions from Zambian Perspectives105
6.6 Recommendations for Chinese-Zambian Intercultural Cooperation106
References107
Chapter 7: Case 4: A Negotiation Between Chinese and Namibian Organisations in Namibia109
7.1 Introduction to the Case109
7.2 Questions and Points of Discussion111
7.3 Chinese Perspectives111
7.4 African Perspectives113
7.5 Short-Term Solutions from Chinese Perspectives114
7.6 Long-Term Solutions from Chinese Perspectives114
7.7 Short-Term Solutions from Namibian Perspectives114
7.8 Long-Term Solutions from Namibian Perspectives115
7.9 Recommendations for Chinese-Namibian Intercultural Cooperation116
References116
Chapter 8: Case 5: How to Make Friends in Rwanda: A Chinese Tea Ceremony118
8.1 Case Narrative118
8.2 Questions122
8.3 Chinese Perspe