Towards Intercultural Effectiveness in Chinese Organisations

in Southern Africa

Fungai ChigwenderePhD CandidateInternational Symposium on China in Africa. Implications for Management – Implications for change.Rhodes University31st November 2013

Content

Introduction and background Challenges & opportunities faced in Chinese organisations Implications of challenges for management Status of current research on management of Chinese

organisations in Africa Intercultural Effectiveness (IE) & history of the study of IE Existing approaches to Intercultural Effectiveness Limitations of current approaches A new perspective/ new approach to intercultural effectiveness. Aims & Objectives of the proposed study Research methods and techniques

Introduction & Background

China’s growing importance as an economic partner to Africa- Chinese investments in key development & infrastructure projects iv various sectors- Progressively growing trade , with for example China assuming

position of South Africa’s top trading partner

Complexity of the China-Africa relationship- Upstairs (bilateral, multilateral, political & economic engagement) - Downstairs level (business and community level) (Park & Alden,

2013)Study aimed at the ‘downstairs’ level which

has so far not been well researched

Challenges faced in Chinese organisations

Both the Chinese & Africans face challenges in their interaction within the organisation & with local communities

For China challenges may include a harsh business environment characterised by; - uncertainties of supply

- negotiation dynamics - resolution of disputes- communication- public image - personal management (Laryea, Leiringer & Hughes , 2010)

Challenges faced in Chinese organisations

Culture Gap impacting on;- communication, working habit, religion, orientation,

coexistence (Feng & Mu, 2010)

- Different values & own accepted ways of management (Universality of management approaches? (Hofstede,

1980)

Power relationships & the connection between effectiveness & appropriateness (Jackson, 2012)

Challenges faced in Chinese organisations

The nature of the relationship (South-South) - A new relationship differing from the North-South relationship & presenting a different set of challenges and/or opportunities

Challenges have implications for Effectiveness and appropriateness

Response to the Challenges

What to?Organisations need to move towards avoidance,

minimisation or effective resolution of challenges

How?Gain a better understanding through researchDevelop appropriate training & strategic interventions

to enhance effectiveness & appropriateness

Response to the Challenges

Status of current research

Very little research doneAvailable knowledge mainly anecdotal and depicted

negatively in the mediaEither due to biases of western reporting reflecting

the policies and engagement at the upstairs level &/or realities of the challenges faced at the downstairs level

INTERCULTURAL EFFECTIVENESS

Intercultural EffectivenessTo be effective functioning in another culture

“ Intercultural effectiveness is the ability to minimise the risk of failure and to enhance the individuals and the organisations chances of success in an international

environment.” (Center for Intercultural learning, 2011)

What is success & what does it mean to be effective and from whose perspective?

Need to create a win/win scenario

History of the study of intercultural effectiveness

Middle of last centuryLinks with intercultural communication ‘The Silent Language’ (Edward Hall, 1959)Broadening scope - dimensions of intercultural

effectiveness (Hammer, Gudykunst, Wiseman, 1978)Factors contributing to identified as including;

intercultural communication, establishment of interpersonal relationships, understanding of others, adjustment to other cultures

Existing approaches to intercultural effectiveness

(among others include;)

Characterisation of intercultural effectiveness and the inter-culturally effective person e.g.- Cross-cultural focus on the interaction between behavioural, affective and cognitive dimensions of IE. (Hammer et al. 1978; Cui & van den Berg,1991; Cui and Awa, 1992)- Development of the Intercultural Effectiveness Scale (IES) for evaluation of competencies critical to interacting effectively with people who are from cultures other than our own (Mendenhall, Stevens, Bird, Oddou & Maznevski)

Assessment of Intercultural effectiveness in view of worker adjustment & job performance (Cui and Awa, 1992)

Focus is predominantly on effective intercultural communication and is likely to come through in the study

Limitations of existing approaches

Mostly use the USA base as a reference point with East/West studies (Liu, Volcic and Gallois, 2011)

Potentially prone culture specific interpretations of IE which may not be similar to the African context(Abe & Wiseman, 1983)

One sided - focusing on home country concerns only without consideration of host country concerns (effectiveness /appropriateness debate, Jackson, 2012)

Proposed approach

‘DUAL VIEW’ APPROACH TO UNDERSTANDING INTERCULTURAL EFFECTIVENESS TAKING BOTH

HOST & HOME COUNTRY PERSPECTIVES INTO COGNISANCE

Study in a new South/South Context, against a backdrop of Literature based on single view East/West perceptions potentially prone to

culture specific interpretationsHHOME COUNTRY

PERSPECTIVEHOST COUNTRY

PERSPECTIVE

Identify Synergies & gaps that can be optimised to enhance intercultural effectiveness

Why study intercultural effectiveness?

Failure to address intercultural issues may result in:

Continued misunderstandings, discontent & dissonance

Continued negative reporting in the mediaContinuing difficulty in integration

Aims & Objectives of research

Develop a conceptual framework for understanding intercultural effectiveness in a Sino-African context through systematic case study research taking into account limitations of existing approaches.

Objectives of the Research

Identify and describe perceptions of intercultural effectiveness & whether they differ between host and home country

Identify challenges faced by Chinese owned organisations impacting on their ability to be effective

Identify gaps and synergies between Chinese management culture and host country management culture and how these affect IE issues

Potential questions to address;

RQ. 1 In what ways do home and host country perceptions of intercultural effectiveness differ?

RQ. 2 What challenges do Chinese organisations face that impact on their abilities to be inter-

culturally effective?RQ. 3 What are the gaps and synergies between

Chinese management culture and the host management culture, and how does this impact the ability to be inter -culturally effective?

Contribution

Contribute to the body of knowledge of intercultural effectiveness theory

Test alternative approaches to understanding intercultural effectiveness

Practical implications for training, which itself has been identified as a key strategy for dealing with many of the challenges emerging in the Sino-Africa relationship

Research Methods & Techniques

Mixed Methods ResearchEmbedded design Qualitative dominant approach where quantitative

data collection methods provide a secondary supportive role to enlarge the largely qualitative research as appropriate

Research Methods & Techniques

Multiple embedded case studyData collection through;

- In-depth interviews (semi-structured & open ended questions. Formulated from previous research on IE andthat on Chinese and African management culture)

- Questionnaires (drawn from qualitative data)

- Documentary analysis (reports, memos, minutes of meetings, inter-office memos, and all other materials relevant to the maintenance of the organization )

Research Methods & Techniques

Selection of CasesPurposeful Sampling to represent different Chinese

organisational typologies- 2 state owned enterprises

- 2 multinational corporations (manufacturing of electronics)

Chosen due to size and potential to provide greater representation of Chinese and African’s workers and managers

Research Methods & Techniques

Data Analysis

Qualitative data– Content Analysis– Cross - Case Comparison

Quantitative data– Factor Analysis

Data Analysis software (NVIVO & SPSS)

Thank You!