ABSTRACT
This study explores the question as to whether the way in which Chinese management handles conflict is fundamentally different from elsewhere or much the same. It does so by examining in detail an international joint venture construction project, where managers rooted in contrasting business systems were brought together, and by showing how the project progressed over time, how various conflict situations arose, and how they were handled. In addition, the book provides an in-depth account of the inner workings of the Chinese business world, touching on issues such as:
- differing international standards and management procedures
- the peculiarities of Chinese red tape
- paternalism and nepotism
- the limits on contract in contemporary China
- the involvement of local officials.
Of interest to scholars and managers alike, this study benefits from the unparalleled access the author secured to all the parties involved. Working alongside managers as a participant observer, Jie Tang uses the fine detail of ethnography to convey a vivid impression of the lives of managers in China today and the forces with which they have to contend.
TABLE OF CONTENTS
part |38 pages
Part I
chapter 1|13 pages
Introduction
chapter 2|23 pages
Conflict, culture and construction
part |110 pages
Part II
chapter 3|9 pages
Background to the project
chapter 4|26 pages
Tendering
chapter 5|20 pages
Foundations
chapter 6|29 pages
Erection
chapter 7|24 pages
Completion
part |16 pages
Part III