Power Inequality in Cross-cultural Learning: The Case of Japanese Transplants in China
作者: Jacky F. L. HongRobin S. Snell
作者单位: 1Faculty of Business Administration , University of Macau , China
2Department of Management , Lingnan University , Hong Kong , China
刊名: Asia Pacific Business Review, 2008, Vol.14 (2), pp.253-273
来源数据库: Taylor & Francis Journal
DOI: 10.1080/13602380701314750
关键词: ChinaCross-cultural managementJapanOrganizational learningPowerSocial construction perspective
原始语种摘要: This article considers power inequality in the context of cross-cultural organizational learning. A qualitative study of five Japanese subsidiaries operating in the People's Republic of China revealed that the Japanese had invested considerable effort into replicating and reinforcing the corporate values, norms, policies and collective learning practices from their home country. Through control of organizational resources and through all-embracing culture transformation programmes, they had leveraged their dominant power to standardize the social construction of collective learning processes and impose these upon the local Chinese. It is noted that these programmes raise the spectre of de-culturalization, namely, removal of Chinese identity and cloning of Japanese identity, and pass...
全文获取路径: Taylor & Francis  (合作)

  • Japanese 日本人日语日本的
  • learning 学识
  • cultural 文化的
  • China 中国
  • construction 构造
  • corporate 法人的
  • organizational 组织
  • standardize 使标准化
  • identity 恒等性
  • social 群居的