China: Managing a Diverse and Multicultural Workforce in Multinationals in a Growth Economy: Issues in Practice

Stephanie Jones (Maastricht School of Management, The Netherlands)
Copyright: © 2015 |Pages: 122
EISBN13: 9781466685437|DOI: 10.4018/978-1-4666-8167-5.ch003
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This case follows on from Cases 1 and 2, which suggested a system of analyzing both the Chinese employees and Western expatriate managers of a typical multinational company operating in China. Based on attitudinal, behavioral, and psychological factors, the analysis included career ambitions, consumer habits, and attitudes to foreign companies in China generally. Chinese staff, the author argues (based on more than five years of observation and a detailed survey she conducted), can be categorized as in one of three main types: Chuppies, Westernized and Traditional, or “Mandarins.” Western expatriates can be seen as “Gilded Cage” types, or “Half-Way House,” or “Gone Local.” Understanding these differences can help the head office executive living far from China and the student of China HR issues to gain insights into the important issues of recruiting, motivating, training and developing staff, and achieving results through them – as the author herself discovered in the process of researching this case.
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