Journal of Organizational Change Management

(Volume 11, Issue 4, 1998)

Strategic Dimensions of Organizational
Change and Restructuring in the
Asia Pacific: Issue 1, Strategies for
Foreign Investors

Guest Editor:  Usha C. V. Haley

Usha C. V. Haley is also Regional Editor, Asia-Pacific for the Journal of Organizational Change Management; should you have an article idea or submission, please send  an e-mail to uhaley@asia-pacific.com

Table of Contents and Abstracts

Editorial:  Why the Asia Pacific matters, pp. 278-281

Foreign companies and Chinese workers: Employee motivation in the 
People's Republic of China, pp. 282-300
Terence Jackson, Director of the Centre for Cross Cultural Management Research, 
EAP European School of Management and Mette Bak, BASF, Shanghai

With an increasing number of foreign enterprises operating in China, there is a need to focus on the motivation of Chinese workers in such enterprises, and the way that human resource management practices address Chinese work values and motivational factors. Problems of productivity and retention of employees have been reported which reflect on the ways foreign companies attempt to motivate Chinese employees, often relying on practices drawn from concepts which work in the West. This article first looks at such Western practices, explaining why they might not work in a Chinese context. Chinese work values and motivation are compared with these approaches and propositions advanced to indicate how Chinese employees may be motivated. These are then compared with current practices and attitudes within foreign firms and joint ventures in China. For the latter a study of thirteen companies in Beijing is reported, and the efficacy of policies and practices are questioned. Recommendations include the need for organisations to affect structural and policy changes in the areas of rules and procedures, reward systems, corporate identity and career planning. The provision of appropriate expatriate manager training is also suggested.

Boxing with shadows: Competing effectively with the Overseas Chinese 
and Overseas Indian business networks in the Asian arena, pp. 301-320
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George T. Haley, Director of the Marketing and International Business Programs, 
University of New Haven, and Usha C.V. Haley, School of Management, New Jersey Institute of Technology and Managing Business in Asia Program, The Australian National University

Foreign multinational corporations (MNCs) investing in or expanding business operations in China, South and Southeast Asia often find themselves sparring with local business groups. Drawing on our research and experiences with firms in the region, we aim to enhance understandings of competitive dealings with two business networks that dominate the Southeast Asian economies -- the Overseas Chinese and the Overseas Indians, collectively referred to as "the Networks". First, we measure the sparring rings in Asia through the historical conditions that contributed to the Networks' fighting stances and to Asian business environments. Next, we spotlight the two Asian competitors by highlighting cultural differences between the Networks. In the ensuing section, we predict the Networks' movements in the ring by elaborating on their unique management and strategic decision-making styles. Finally, we prepare for the bell, discussing the implications of the Networks' business practices for MNC's strategies and organizational restructuring in the Asian arena.

The Evolution of Multinational Firms from Asia: A longitudinal study of 
Taiwan's Acer Group, pp. 321-337
Peter Ping Li, California State University

Despite their growing proliferation and significance, multinational enterprises (MNEs) from developing countries have not received adequate attention. To close the gap, this paper seeks to answer a fundamental question: What is the evolutionary pattern of the MNEs from the developing countries? To address the above question, this paper focuses on a longitudinal case study of a successful multinational firm from a developing country in Asia. Both theoretical and practical implications of the case are discussed.

Virtual Singapores: Shaping international competitive environments through 
business-government partnerships, pp. 338-356
Usha C.V. Haley, School of Management, New Jersey Institute of Technology and 
Managing Business in Asia Program, The Australian National University

This article deals with Virtual Singapores, or Singapore's efforts to clone itself through industrial parks in Asia's developing countries. Through these cloned enclaves, tiny Singapore aims to control change and restructuring in Asian economic environments, and thereby its own destiny. The first section elaborates on Singapore's regionalisation drive and Virtual Singapores. The ensuing section identifies the strategic goals for internationalizing Singapore Incorporated, the alliance of stakeholders that guides governmental policy in Singapore. The final section discusses the implications of the Virtual Singapores for competitive environments, as well as for organizational and structural changes in the Asia Pacific.

Effective leadership in joint-ventures in Vietnam: A cross-cultural perspective, pp. 357-372
Truong Quang, School of Management, Asian Institute of Technology, Fredric William Swierczek, School of Management, Asian Institute of Technology, and Dang thi Kim Chi, International Monetary Fund, Ho Chi Minh City

Effective leadership is a key factor in successful international joint ventures, especially in Vietnam. Compatibility and complementarity of the leadership styles are the foundation for such partnerships. Based on a research study of international managers and their Vietnamese counterparts, an appropriate profile of compatible and complementary leadership characteristics and effective skills and behaviors for successful joint ventures in Vietnam is suggested. A multi-cultural approach with focus on the mutual understanding of the cultures involved, adapting the styles of the partners and relationship building is necessary for successful joint ventures. Building shared values in the joint venture is critical both to performance, to creating an appropriate organizational culture, and to accomplishing effective organizational change.