Business Leadership and Culture
Show Less

Business Leadership and Culture

National Management Styles in the Global Economy

Björn Bjerke

How do business leaders think as a result of their national culture? This book provides a discussion and comparative analysis of five major cultures – American, Arab, Chinese, Japanese and Scandinavian – and how they reveal themselves in business practice.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 6: Chinese Culture

Björn Bjerke


Page 129 6—  Chinese Culture Introduction Regardless of what the Western world thinks and says about the Chinese, it must be acknowledged that China is the world's oldest civilization among cultures existing  today. Many of its old values are still preserved. Modern Greeks and Egyptians bear little cultural resemblance to their ancient forebears (Yang, 1991, p. 7). China is an ancient civilization. During the Chou Dynasty (1122 B.C. to 256 B.C.) the wheel, wire saw, diamond drill, and the crossbow were developed. In mathematics and  astronomy, the Chinese were at times ahead of the Western civilization. The Pythagorean theorem of geometry was developed in China at about the same time that it developed in  Greece, approximately 400 B.C. At about the same time, the Chinese mapped approximately 1500 stars, 200 years before Hipparchus mapped about one­half that number (Harris and  Moran, 1979, p. 309). China survived when other civilizations vanished. After many years of isolation, stagnation and internal turmoil, China is once again asserting its importance in the  international community and the urge to understand the Chinese has gained a new impetus. In this effort, many Westerners claim that Chinese behaviour is confusing,  unprofessional and seemingly inappropriate (Chu, 1991, p. 11). This opinion is probably more often than not a reflection of the attitudes of some Western  businesspeople and politicians to measure the whole universe by Western standards (ibid., p. 11). Western management principles must certainly be challenged to do  business in Asia in general and with the Chinese...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.