Hostname: page-component-cd9895bd7-p9bg8 Total loading time: 0 Render date: 2024-12-25T15:07:05.160Z Has data issue: false hasContentIssue false
  • English
  • Français

The Future of Chinese Management Research: A Theory of Chinese Management versus A Chinese Theory of Management

Published online by Cambridge University Press:  02 February 2015

Jay B. Barney  and
Shujun Zhang
Jay B. Barney
Affiliation:
The Ohio State University, USA
Shujun Zhang
Affiliation:
Sun Yat-sen University, China
Get access Rights & Permissions [Opens in a new window]

Abstract

Two approaches to the evolution of Chinese scholarship are possible. The first – developing a theory of Chinese management – focuses on applying and refining theories developed elsewhere in a Chinese context. In this sense, the emergence of the Chinese economy represents an important natural experiment for the test and refinement of general management theories. The second – developing a Chinese theory of management – focuses on creating explanations for the existence of Chinese management phenomena that are uniquely Chinese. This approach rejects a research agenda created by Western scholars in favour of a research agenda created by Chinese scholars in order to understand Chinese phenomena. The implications of choosing either of these approaches for the future of Chinese management research and possible relationships between them are discussed.

Keywords

Chinese management researchChinese theory of managementtheory developmenttheory of Chinese management中国管理研究理论发展中国管理理论管理的中国理论
Type
Articles
Information
Management and Organization Review , Volume 5 , Issue 1 , March 2009 , pp. 15 - 28
Copyright
Copyright © International Association for Chinese Management Research 2009

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Alvarez, S. A., & Barney, J. B. 2007. Discovery and creation: Alternative theories of entrepreneurial action. Strategic Entrepreneurship Journal, 1(1–2): 11–26.Google Scholar
Arthur, W. B. 1990. Positive feedbacks in the economy. Scientific American, 262(2): 92–99.Google Scholar
Barney, J. B. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99–120.Google Scholar
Brancato, C. K., & Rabimov, S. 2005. The 2005 institutional investment report. U.S. and international trends. New York: Conference Board.Google Scholar
Brealey, R. A., & Myers, S. C. 2003. Principles of corporate finance (7th ed.). New York: McGraw-Hill.Google Scholar
Cheng, B. S., Chou, L.-F., Wu, T.-Y., Huang, M.-P., & Farh, J.-L. 2004. Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1): 89–117.Google Scholar
Frost, R. 1921. The road not taken. Mountain interval: 9. New York: Henry Holt.Google Scholar
Geertz, C. 1973. Thick description: Toward an interpretative theory of culture. In Geertz, C. (Ed.), The interpretation of cultures: 3–30. New York: Basic Books.Google Scholar
Hubbard, R., Vetter, D. E., & Little, E. L. 1998. Replication in strategic management: Scientific testing for validity, generalizability, and usefulness. Strategic Management Journal, 19(3): 243–254.Google Scholar
Jensen, M. C., & Meckling, W. H. 1976. Theory of firm: Managerial behavior, agency cost and ownership structure. Journal of Financial Economics, 3(4): 305–360.Google Scholar
Kuhn, T. S. 1962. The structure of scientific revolutions. Chicago: University of Chicago Press.Google Scholar
Li, J. T., & Tsui, A. S. 2002. A citation analysis of management and organization research in the Chinese context: 1984 to 1999. Asia Pacific Journal of Management, 19(1): 87–107.CrossRefGoogle Scholar
Luo, Y. 2003. Industrial dynamics and managerial networking in an emerging market: The case of China. Strategic Management Journal, 24(13): 1315–1327.Google Scholar
Mao, Z. 1967. Selected works of Mao Zedong. Beijing: Foreign Languages Press.Google Scholar
McKinley, W., Mone, M. A., & Moon, G. 1999. Determinants and development of schools in organization theory. Academy of Management Review, 24(4): 634–648.Google Scholar
March, J. G. 2005. Parochialism in the evolution of a research community: The case of organization studies. Management and Organization Review, 1(1): 5–22.Google Scholar
Meyer, K. 2006. Asian management research needs more self-confidence. Asia Pacific Journal of Management, 23(2): 119–137.Google Scholar
Mintzberg, H., & McHugh, A. 1985. Strategy formation in an adhocracy. Administrative Science Quarterly, 30(2): 160–197.Google Scholar
Park, S., & Luo, Y. 2001. Guanxi and organizational dynamics: Organizational networking in Chinese firms. Strategic Management Journal, 22(5): 455–477.CrossRefGoogle Scholar
Peng, M. W. 2005. From China strategy to global strategy. Asia Pacific Journal of Management, 22(2): 123–141.CrossRefGoogle Scholar
Peng, M. W., & Luo, Y. 2000. Managerial ties and firm performance in a transition economy: The nature of a micro-macro link. Academy of Management Journal, 43(3): 486–501.Google Scholar
Peng, M. W., Lu, Y., Shenkar, O., & Wang, D. 2001. Treasures in the China house: A review of management and organizational research on Greater China. Journal of Business Research, 52(2): 95–110.Google Scholar
Perkins, S., Morck, R., & Yeung, B. 2006. Innocents abroad: Failure rates of international joint venturing with pyramidal groups. Paper presented at the 48th annual meeting of the Academy of International Business, Beijing, China, June 2006.Google Scholar
Price, D. S. 1963. Little science, big science. New York: Columbia University Press.Google Scholar
Redding, S. G., Norman, A., & Schlander, A. 1993. The nature of individual attachment to the organization: A review of East Asia variations. In Dunnette, M. D. & Hough, L. M. (Eds.), Handbook of industrial and organizational psychology: 647–688. Palo Alto, Calif.: Consulting Psychology Press.Google Scholar
The Conference Board and Institutional Investment Report 2005. US and International Trends – Report 1376, September. Available from URL: http://wwww.conference-board.org.Google Scholar
Tsang, E. W. K. 1998. Can guanxi be a source of sustained competitive advantage for doing business in China? Academy of Management Executive, 12(2): 64–73.Google Scholar
Tsang, E. W. K., & Kwan, K. M. 1999. Replication and theory development in organization science: A critical realist perspective. Academy of Management Review, 34(4): 759–780.Google Scholar
Tsui, A. S. 2006. Contextualization in Chinese management research. Management and Organization Review, 2(1): 1–13.Google Scholar
Tsui, A. S., Schoonhoven, C. B., Meyer, M., Lau, C. M., & Milkovich, G. 2004. Organization and management in the midst of societal transformation: The People's Republic of China. Organization Science, 15(2): 133–144.CrossRefGoogle Scholar
Whetten, D. A. 2009. An examination of the interface between context and theory applied to the study of Chinese organizations. Management and Organization Review, 5(1): 29–55.Google Scholar
Xiao, Z. X., & Tsui, A. S. 2007. Where brokers may not work: The culture contingency of social capital. Administrative Science Quarterly, 51(1): 1–31.Google Scholar
Xin, K., & Pearce, J. 1996. Guanxi: Connections as substitutes for formal institutional support. Academy of Management Journal, 39(6): 1641–1658.CrossRefGoogle Scholar