Description
Really a good question. Let me answer this correctly. It is about culture. Basically human races came with different background. "Cultural background". The way of doing things in one culture may not be the way in other culture.
Research Stream 1: Cross-cultural Management in China
Ling g( (Irene) ) Deng g [email protected] School of Management RMIT University, Australia April 2010
Research Topic & Objectives
• Topic: Study of Cross-cultural Leadership
Effectiveness for Australian Businesses Operating in China
• Objective: to explore and conceptualize key factors in
the expatriate leadership effectiveness of Australian g working g in China and, , based on that business managers foundation, to design a pragmatic framework of crosscultural leadership effectiveness for Australian businesses operating in China that will be of use to practitioners.
1
Research Methodology
An inductive approach which employs qualitative semi-structured in-depth face-to-face interviews
– Individual interviews
• 32 Expatriate leader / managers (> 90% are at top management, 26 are Australian) • 2 months to 16 years’ living and working experience in China • Age average: 40’s
– Focus Group and Individual interviews
• 19 Local Chinese managers – direct reports to the above
– Top- and middle-level executives from 30 Australian organizations – Industry: minerals and energy, manufacturing, consulting, banking, legal services, technology, building and construction, education and etc
Thesis Title
• EQ and CQ of Expatriate Transformational L d Leaders: a Qualitative Q lit ti Study St d of f CrossC cultural Leadership Effectiveness for Australian Businesses Operating in China
2
A Holistic Pragmatic Heuristic Model of Crosscultural Leadership Effectiveness in China
Developing Expatriate Leadership Theories in Practice Situation Cultural
(Intercultural) Cultural Awareness
Assumptions
Decisions/Actions
Effective Management Localization
CQ
Cultural Adaptation
Reflection
Social
(Interpersonal)
Social Awareness
Relationship Management
EQ
P Personal l
(Intrapersonal) SelfAwareness SelfManagement
TL
Individualized Consideration Inspirational Motivation
Developing Expatriate Leadership Effectiveness in China
Practice
Idealized Influence
Cognitive
Attitudinal
Behavioral
Developing Expatriate Leadership Competencies
Conclusion
– – – –
The application of the model
Given the large and increasing interest in doing business in Chi among W China Western t fi firms, it h has pragmatic ti value l , e.g.
Expatriate selection / recruitment Cross-cultural leadership development (pre-arrival and post-arrival training) A comprehensive framework for business consultants or executive coaches working with Western organizations operating in China Significant implications for individual Western expatriate managers
Recommendation for further research
My next 3-5 years research work
3
Outcome
–
Selected Journal Publications:
Deng, L. & Gibson P. 2009, ‘Mapping and modeling the capacities that underlie effective cross-cultural leadership: an interpretive study with practical outcomes’, Cross-cultural Management: an International Journal, vol.16, Iss. 4, pp.347-66. Deng, L., Gibson P. 2008, ‘A Qualitative Evaluation on the Role of Cultural Intelligence in Cross-cultural Leadership Effectiveness’, International Journal of Leadership Studies, vol.3, Iss. 2, pp.182-98. Deng, L. 2005/2006, ‘Understanding Effective Expatriate Leadership in Foreign Businesses in China: the Role of Emotional and Cultural Intelligence’, The International Journal of Knowledge, Culture and Change Management, vol. 5, iss. 7, pp.205-17.
–
–
Potentials
Working in process papers (2010):
– – – ‘Culture Intelligence: Acculturation or Assimilation?’ ‘Doing business in China: using Expatriates or Locals?’ ‘Developing practical cross-cultural management wisdom’
4
Research Stream 2: The Aspirations of Chinese Migrants in Australia: Professional vs. Entrepreneurs
Professional migrants
Current Research project (as an associate investigator):
RMIT Business College Research Seed Fund 2010: Project Title: Migrant Chinese Professional Workers in Australia: Nature of Work, Career Prospect and Implications for organisational and government policy development
Chief Investigator: Professor Fang Lee Cooke Associate Investigators: Dr. Jiaying (Jack) Zhang and Dr. Ling (Irene) Deng
* General Skilled Migration:
i.e. This visa allows you to migrate to Australia if you have good English language skills and have skills and qualifications in an occupation in need in Australia (DIMIA 2010).
5
Business migrants
Proposed research project (2010-2011): The Aspirations of Chinese Business Migrants in Australia: Barriers, Barriers Opportunities and Implications for Government Policy Development
Business Skills Visas:
These visas are for business people to establish a business in Australia, manage a new or existing business or invest in Australia (DIMIA 2010).
The aim of the Business Skills Category is to attract people with a demonstrated record of business or investment activity who are committed to using their business and/or investment skills in Australia.
6
doc_338799009.pdf
Really a good question. Let me answer this correctly. It is about culture. Basically human races came with different background. "Cultural background". The way of doing things in one culture may not be the way in other culture.
Research Stream 1: Cross-cultural Management in China
Ling g( (Irene) ) Deng g [email protected] School of Management RMIT University, Australia April 2010
Research Topic & Objectives
• Topic: Study of Cross-cultural Leadership
Effectiveness for Australian Businesses Operating in China
• Objective: to explore and conceptualize key factors in
the expatriate leadership effectiveness of Australian g working g in China and, , based on that business managers foundation, to design a pragmatic framework of crosscultural leadership effectiveness for Australian businesses operating in China that will be of use to practitioners.
1
Research Methodology
An inductive approach which employs qualitative semi-structured in-depth face-to-face interviews
– Individual interviews
• 32 Expatriate leader / managers (> 90% are at top management, 26 are Australian) • 2 months to 16 years’ living and working experience in China • Age average: 40’s
– Focus Group and Individual interviews
• 19 Local Chinese managers – direct reports to the above
– Top- and middle-level executives from 30 Australian organizations – Industry: minerals and energy, manufacturing, consulting, banking, legal services, technology, building and construction, education and etc
Thesis Title
• EQ and CQ of Expatriate Transformational L d Leaders: a Qualitative Q lit ti Study St d of f CrossC cultural Leadership Effectiveness for Australian Businesses Operating in China
2
A Holistic Pragmatic Heuristic Model of Crosscultural Leadership Effectiveness in China
Developing Expatriate Leadership Theories in Practice Situation Cultural
(Intercultural) Cultural Awareness
Assumptions
Decisions/Actions
Effective Management Localization
CQ
Cultural Adaptation
Reflection
Social
(Interpersonal)
Social Awareness
Relationship Management
EQ
P Personal l
(Intrapersonal) SelfAwareness SelfManagement
TL
Individualized Consideration Inspirational Motivation
Developing Expatriate Leadership Effectiveness in China
Practice
Idealized Influence
Cognitive
Attitudinal
Behavioral
Developing Expatriate Leadership Competencies
Conclusion
– – – –
The application of the model
Given the large and increasing interest in doing business in Chi among W China Western t fi firms, it h has pragmatic ti value l , e.g.
Expatriate selection / recruitment Cross-cultural leadership development (pre-arrival and post-arrival training) A comprehensive framework for business consultants or executive coaches working with Western organizations operating in China Significant implications for individual Western expatriate managers
Recommendation for further research
My next 3-5 years research work
3
Outcome
–
Selected Journal Publications:
Deng, L. & Gibson P. 2009, ‘Mapping and modeling the capacities that underlie effective cross-cultural leadership: an interpretive study with practical outcomes’, Cross-cultural Management: an International Journal, vol.16, Iss. 4, pp.347-66. Deng, L., Gibson P. 2008, ‘A Qualitative Evaluation on the Role of Cultural Intelligence in Cross-cultural Leadership Effectiveness’, International Journal of Leadership Studies, vol.3, Iss. 2, pp.182-98. Deng, L. 2005/2006, ‘Understanding Effective Expatriate Leadership in Foreign Businesses in China: the Role of Emotional and Cultural Intelligence’, The International Journal of Knowledge, Culture and Change Management, vol. 5, iss. 7, pp.205-17.
–
–
Potentials
Working in process papers (2010):
– – – ‘Culture Intelligence: Acculturation or Assimilation?’ ‘Doing business in China: using Expatriates or Locals?’ ‘Developing practical cross-cultural management wisdom’
4
Research Stream 2: The Aspirations of Chinese Migrants in Australia: Professional vs. Entrepreneurs
Professional migrants
Current Research project (as an associate investigator):
RMIT Business College Research Seed Fund 2010: Project Title: Migrant Chinese Professional Workers in Australia: Nature of Work, Career Prospect and Implications for organisational and government policy development
Chief Investigator: Professor Fang Lee Cooke Associate Investigators: Dr. Jiaying (Jack) Zhang and Dr. Ling (Irene) Deng
* General Skilled Migration:
i.e. This visa allows you to migrate to Australia if you have good English language skills and have skills and qualifications in an occupation in need in Australia (DIMIA 2010).
5
Business migrants
Proposed research project (2010-2011): The Aspirations of Chinese Business Migrants in Australia: Barriers, Barriers Opportunities and Implications for Government Policy Development
Business Skills Visas:
These visas are for business people to establish a business in Australia, manage a new or existing business or invest in Australia (DIMIA 2010).
The aim of the Business Skills Category is to attract people with a demonstrated record of business or investment activity who are committed to using their business and/or investment skills in Australia.
6
doc_338799009.pdf