Trade between China and Africa is increasing year on year, while the West increasingly debates the nature and implications of China’s presence. Yet little research exists at organizational and community levels. While western press reporting is overwhelmingly negative, African governments mostly welcome the Chinese presence. But what happens at management level? How are Chinese organizations run? What are they bringing to communities? What is their impact on the local job market? How do they manage staff? How are they working with local firms?
This book seeks to provide a theoretical framework for understanding Chinese organization and management in Africa, and to explore how their interventions are playing out at organizational and community level in sub-Saharan Africa. Based on rigorous empirical research exploring emerging themes in specific African countries, this book develops implications for management knowledge, education and training provision, and policy formulation. Importantly it seeks to inform future scholarship on China’s management impact in the world generally, on Africa’s future development, and on international and cross-cultural management scholarship.
Primarily aimed at scholars of International Management, with an interest in China and/or in China in Africa, this important book will also be of great interest to those working in the area of Development Studies, International Politics, and International Relations.
Table of Contents
Part One. The context.
1. Current research on Chinese organizations in Africa: What do we know, and what do we need to do? Terence Jackson.
2. Why is the Chinese presence in Africa important to management scholars? Lynette Louw.
3. Potential symbiotic Sino-African relations and policymaking: Under-explored, under-researched or clearly misunderstood? Ellis L.C. Osabutey. Robert E. Hinson and Ogechi Adeola.
4. International human resource management strategies of Chinese firms in Africa. Chengcheng Miao.
5. Towards intercultural effectiveness in Sino-African organisations: exploring synergies and differences in communication culture. Fungai Chigwendere.
Part Two. Countries and Themes.
6. Cross-cultural communication and knowledge transfer in China-Africa joint ventures: Anglophone versus Francophone experiences. Abdoulkadre Ado.
7. Chinese organizations and management in Zimbabwe: an analysis of press representation. Zindiye Stanislous.
8. South African employees’ commitment to a Chinese organization. Steven Paterson and Lynette Louw.
9. The influence of organizational culture on a high commitment work system: the case of a Chinese multinational corporation in South Africa. Linda Mabuza and Mattheus Louw.
10. Experiences of Chinese and Tanzanian cooperation in a Chinese organisation in Tanzania. Claude-Hélène Mayer & Christian Martin Boness.
11. Chinese firms in Uganda: the important role of the mediator. Charles Mbalyohere.
Part Three. Implications.
12. How can we help to develop Chinese and African managers? Building synergies through hybrid practice-based management partnerships. D. K. (Roshan) Boojihawon
Terence Jackson is Emeritus Professor of Cross Cultural Management, Middlesex University Business School, London, UK, and a visiting professor in the Department of Management, Rhodes University, Grahamstown, South Africa.
Lynette Louw, appointed in the Raymond Ackerman Chair of Management, Department of Management is the Deputy Dean, Faculty of Commerce at Rhodes University, Grahamstown, South Africa.
Dev K. (Roshan) Boojihawon is Associate Professor of Strategy at University of Birmingham, Business School, Department of Strategy and International Business.