Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Intercultural influences on managing African employees of Chinese firms in Africa
T2 - Chinese managers’ HRM practices
AU - Xing, Yijun
AU - Liu, Yipeng
AU - Tarba, Shlomo Yedidia
AU - Cooper, Cary Lynn
PY - 2016/2
Y1 - 2016/2
N2 - The present paper addresses the important inter-organizational relationship between Chinese firms and local unions by investigating Chinese managers’ HRM practices in managing African employees. We utilize the storytelling research method to obtain a nuanced understanding of this little-understood, yet important phenomenon. Our data was collected through in-depth narrative interviews with 32 Chinese managers (both senior and middle) with three to eight years of professional experience in African countries from 21 Chinese firms (both state-owned and privately owned). We found that Chinese managers’ crossvergence HRM practices are a blend of divergent local contextual factors and convergent cultural factors. Our findings reveal that the cultural proximity between African “Ubuntu” and Chinese Confucianism can significantly influence Chinese firm-local union inter-organizational relationship in managing African employees of Chinese firms. The crossvergence of Chinese managers’ HRM practices can gradually affect the work behaviors of African employees over time. The paper identifies importance of the cross-cultural training and mutual learning between Chinese managers and African employees to enhance mutual understanding against the backdrop of Chinese firms entering Africa countries. Our study contributes to the better understanding of HRM practices of emerging market multinational corporations, and has important practical implications for managing African employees.
AB - The present paper addresses the important inter-organizational relationship between Chinese firms and local unions by investigating Chinese managers’ HRM practices in managing African employees. We utilize the storytelling research method to obtain a nuanced understanding of this little-understood, yet important phenomenon. Our data was collected through in-depth narrative interviews with 32 Chinese managers (both senior and middle) with three to eight years of professional experience in African countries from 21 Chinese firms (both state-owned and privately owned). We found that Chinese managers’ crossvergence HRM practices are a blend of divergent local contextual factors and convergent cultural factors. Our findings reveal that the cultural proximity between African “Ubuntu” and Chinese Confucianism can significantly influence Chinese firm-local union inter-organizational relationship in managing African employees of Chinese firms. The crossvergence of Chinese managers’ HRM practices can gradually affect the work behaviors of African employees over time. The paper identifies importance of the cross-cultural training and mutual learning between Chinese managers and African employees to enhance mutual understanding against the backdrop of Chinese firms entering Africa countries. Our study contributes to the better understanding of HRM practices of emerging market multinational corporations, and has important practical implications for managing African employees.
KW - Chinese firms
KW - African employees
KW - Crossvergence
KW - Local unions
KW - Culture
KW - Employee behavior
U2 - 10.1016/j.ibusrev.2014.05.003
DO - 10.1016/j.ibusrev.2014.05.003
M3 - Journal article
VL - 25
SP - 28
EP - 41
JO - International Business Review
JF - International Business Review
SN - 0969-5931
IS - 1 Part A
ER -