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Informationen zum Autor Jie Tang, a native of Shanghai, has worked as a manager in both China and England, and has taught Chinese management at the School of Oriental and African Studies in London. She is the co-author of The Changing Face of Chinese Management (Routledge, 2003) and is currently developing international programmes for London University. Klappentext This book 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, Jia Tang uses the fine detail of ethnography to convey a vivid impression the lives of managers in China today and the forces with which they have to contend. Zusammenfassung Immersing herself in the day-to-day operation of a major construction project in China, Jia Tang explores the question as to whether the way in which Chinese management handles conflict is fundamentally different to elsewhere or much the same. Inhaltsverzeichnis Chapter 1 Introduction; Chapter 2 Conflict, culture and construction;; Chapter 3 Background to the project; Chapter 4 Tendering; Chapter 5 Foundations; Chapter 6 Erection; Chapter 7 Completion;; Chapter 8 Conclusion;...
