Differences in the Organizational Context for Managerial Career Progress among Chinese State-owned, Sino-foreign Joint Venture, and Japanese Corporations : A Comparative Study

概要

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This study was designed to investigate differences in the organizational context for career progress among Chinese state-owned (SOCs), Sino-foreign joint venture (JVCs) in China, and Japanese corporations (JCs) in Japan. The sample for the questionnaire survey consisted of 880 managers: Japanese managers in JCs (n = 365), and Chinese managers in SOCs (n = 308) and JVCs (n = 207). Results of the data analyses indicated that (1) the quality of managerial personnel was found improved considerably in recent years in Chinese corporations as a result of promoting young and college-graduate employees to the middle and lower-middle management levels since the end of 1970s. However, (2) the career progress environment for managers was found still meager in Chinese JVCs and SOCs relative to that of Japanese organizations. In addition, (3) the performance-based promotion criteria and in-company training were found less frequently practiced in SOCs and JVCs than in JCs. These results indicated that the organizational context for managerial HRD is more favorable for Japanese managers than for SOC and JVC colleagues, giving support to major hypotheses for this study. These findings implies that the accelerated management reform in Chinese corporations, particularly in SOCs, is required for generating more favorable career progress conditions to help Chinese managers develop themselves and their management organizations.
経営行動科学学会の論文
2000-10-30