Chinese Organizations in Sub-Saharan Africa: New Dynamics, New Synergies

I The contextCurrent research on Chinese organizations in Africa What do we know, and what do we need to do?International management research on China in Africa in its geopolitical contextThe nature of Chinese organizations in AfricaChinese engagement with African communitiesWhat do we still need to know about China’s engagement at the organizational level?Understanding the theoretical implications for international management studiesAppropriate research methodologiesFrom motivation to actionChinese firms and their contribution to Africa’s developmentReferencesWhy is the Chinese presence in Africa important to management scholars?Motives of Chinese foreign direct investment (FDI) in AfricaCritical development theories: relevance for international and cross-cultural management studiesCultural synergy and divergence: implications for management scholarsFactors influencing the transfer of technology and knowledge: implications for management practicesInfluence of Chinese and African cultural philosophies and practices on Chinese HRM practicesSummaryReferencesPotential symbiotic Sino-African relations and policymaking: Underexplored, under-researched or clearly misunderstood?Existing scholarly work on Sino-African relationsChina-Africa trade and investment policy reviewTechnological and innovative capacity building through FDIChinese investments in Africa and the potential symbiotic benefitsEmerging literature and a new research frameworkConclusionAcknowledgementReferencesInternational human resource management strategies of Chinese firms in AfricaChinese FDIThe strategic motives of Chinese FDIThe characteristics of Chinese FDI in AfricaTypes of firm ownershipVoices about Chinese FDI in AfricaThe impacts of traditional culture on HRM in China and AfricaIHRM strategies of Chinese companiesInternational staffing approachChinese expatriates in subsidiariesManaging Chinese expatriates in AfricaTowards a conceptual framework of Chinese expatriation in AfricaResearch opportunitiesNoteReferencesTowards intercultural effectiveness in Sino-African organisations: Exploring synergies and differences in communication cultureChina in Africa: the situation and the challengesA multi-view conceptual frameworkExploring synergies and differences in Western, African and Chinese communication cultureValues and guiding philosophies (1): comparison and implications for communicationSelf-perceptions (2): comparison and implications for communicationNature of communication (3): comparison and implications for communicationDegree of interaction (4): comparison and implications for communicationObjective of communication (5): comparison and implications for communicationProcess and style of communication (6): comparison and implications for communicationImplications for management and theory developmentConclusionReferencesII Countries and themesCross-cultural communication and knowledge transfer in China-Africa joint ventures Anglophone versus francophone experiencesBackground: anglophone vs. francophone AfricaWhat we were looking for in this researchHow we conducted the researchWhat we found in our researchChinese people working in AfricaUnderstanding Sino-Africa communicationAnglophone Africans and Chinese peopleFrancophone Africans and Chinese peopleIndigenous Africans and Chinese peopleStudy highlightsPoor language as a significant obstacle to knowledge transferAnglophones like teaching English, francophones like learning MandarinTowards hybrid languages in Sino-African joint ventures: Chinglish and FrenchneseConclusionReferencesChinese organisations and management in Zimbabwe: An analysis of press representationIntroductionChinese relations with ZimbabweChinese firms and the local communityThe impact of the Chinese on the local job marketChinese organisations and the management of Zimbabwe staffGeneral issues, problems, positives and negativesThe positivesFunding the economyPositive reportingDonationsThe negativesPoor labour relations by the ChineseMistrustQuality of productsEnvironmental impactConclusionReferencesSouth African employees’ commitment to a Chinese organisationConcept of organisational commitment used in this studyFactors influencing organisational commitmentOpen communicationLeadershipSupervisory supportJob securityOpportunities for training and developmentCompensationPromotional opportunitiesWhat we were looking for in our researchHow we conducted this researchWhat we found from our researchOpen communicationLeadershipSupervisory supportOpportunities for training and developmentCompensationJob securityPromotional opportunitiesRecognition (new factor)Trust (new factor)Levels of organisational commitmentConclusions and ImplicationsReferencesThe influence of organisational culture on a high-commitment work system: The case of a Chinese multinational corporation in South AfricaOrganisational culture and HCWS in a Chinese MNCA narrative of organisational cultureHCWS and employee commitmentWhat we wanted to achieve in our researchHow we conducted this researchOur findings from the researchOrganisational culture of the MNC (Objective 1)Prominent featuresValues bonding peopleRole of leadershipStrategic focusThe nature of the Chinese MNC’s HCWS (Objective 2)Promotion from withinCareful selectionExtensive training and socialisationJob securityEnlarged jobsPerformance appraisalHigh remunerationExtensive ownershipEgalitarianismParticipationInformation sharing and communicationOverarching goalsTeamworkDiscussion and conclusions relating to our findings on culture and HCWSManagerial implications and recommendationsLimitations and further researchReferencesExperiences of Chinese and Tanzanian cooperation in a Chinese organisation in TanzaniaContextual insightsManaging Chinese organisations in African contextsHow we did the researchHow we analysed and interpreted our dataWhat we found from our researchExperiences of Chinese and Tanzanian employees within the organisationStrategyStructure, decision-making and participationLeadership stylesStaff and managersRecruitmentQualifications and trainingKnowledge sharingWorking conditions and atmosphereMotivation, benefits and rewardsConclusion on the experiences of Chinese and Tanzanian employees within the organisationChinese and Tanzanian employees’ perceptions of their societal and organisational work environmentInteraction with community and local organisationsInteraction with government and trade unionsBenefits for Africa and TanzaniaConclusion on the Chinese and Tanzanian views on the societal and organisational work environmentChinese and Tanzanian views on cultureChinese views on Chinese and African valuesTanzanian views on Tanzanian and Chinese valuesConclusions on the Chinese and Tanzanian views on cultural valuesChinese and Tanzanian ideas of future collaborationSummary of Chinese and Tanzanian ideas towards future collaborationReflections on our findingsConcluding remarks and recommendationsAcknowledgementsReferencesChinese firms in Uganda: The important role of the mediatorWhat we were looking for in this studyHow we conducted this researchWhat we found from our researchThe mediator roleMediation between Chinese managers and African employeesMediation between Chinese managers and the hosting communitiesMediation between Chinese managers and regulatory institutionsMediation between Chinese managers and clients/market stakeholdersIntegrated perspectives about the mediatory roleSuggestions to enhance the mediatory roleConclusionsLimitations of the study and implications for future researchReferencesIII ImplicationsHow can we help to develop Chinese and African managers? Building synergies through hybrid practice-based management partnershipsThe failings of management education in AfricaRefusing to play the game: the case for a hybrid practice-based approach for African ManagementTapping into Chinese management approachesModelling hybridization for Africa: a China-Africa hybrid practice-based management development (CAHPMD) frameworkImplications for African management education and researchConclusionReferences
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