This book provides deep insights into intercultural collaboration among business partners, employees, managers, and entrepreneurs in Chinese-African professional interactions. It presents cultural and theoretical knowledge on Chinese and African management, leadership, and philosophy. Chinese and African scholars and professionals share their insights into how to address intercultural management challenges proactively and successfully. The cases provide insights into a wide variety of industries and offer actual scenarios studied in governmental, parastatal, and private Chinese-owned organizations in twelve African countries. This book will benefit a broad readership including scholars in employment relations and business management as well as African and Chinese collaborators in academia, government, NGOs and industry.
Table of Content
1. Introduction.- 2. Chinese Cultural Concepts and Their Influence on Management.- 3. African Cultural Concepts and Their Influence on Management.- 4. Case 1: Dealing With Organisational Strategies in the Tanzanian-Chinese Chalinze Water Project.- 5. Case 2: “Not who I am, not what I mean”: Intercultural Communication in Chinese-African Interactions.- 6. Case 3: Dealing With Organisational Structures, Decision-making and Participation in the Zambian Textile Industry.- 7. Case 4: A Negotiation Between Chinese and African Organisations in Namibia.- 8. Case 5: How to Make Friends in Rwanda: A Chinese Tea Ceremony.- 9. Case 6: Setting Up Small, Medium and Micro Enterprises (SMMES) by Chinese Entrepreneurial Immigrants in Maputo, Mozambique.- 10. Case 7: Managing a Chinese-Angolan National Housing Project in Angola’s Capital, Luanda.- 11. Case 8: Language, Culture, and Power in the Chinese-South African Telecommunications Sector.- 12. Case 9: Transforming Employee Conflicts in a Chinese Construction Firm in Kampala, Uganda.- 13. Case 10: Sharing Knowledge in a Sudanese Oil Refinery Through Cultural and Language Trainings.- 14. Case 11: Working Conditions in a Chinese-Ugandan Communications Company.- 15. Case 12: Managing a Chinese-South African Restaurant in Port Elizabeth, South Africa.- 16. Case 13: Employee Perceptions of a Chinese Heavy Machinery Importing Organisation Operating in Uganda.- 17. Case 14: Hiring and Firing in the Chinese-Zimbabwean Mining Industry.- 18. Case 15: Managing Chinese-Cameroonian Daily Interactions in a Company in Douala, Cameroon.- 19. Case 16: A Cross-cultural Conference in the Mozambique Confucius Institute.
About the author
Claude-Hélène Mayer is a Professor in Industrial and Organisational Psychology at the University of Johannesburg, South Africa, an Adjunct Professor at the European University Viadrina, Frankfurt (Oder), Germany, and a Senior Research Associate at Rhodes University, South Africa. Her research areas are transcultural management, mental health and well-being, women in leadership, transformation of emotions, shame and psychobiography.
Christian Martin Boness is an Associated Researcher at the Department of Management, Rhodes University, South Africa.
Lynette Louw is the Raymond Ackerman Chair of Management and current Deputy Dean, Faculty of Commerce at Rhodes University, South Africa. Her areas of specialty and research include strategic management, organisational behaviour, and cross-cultural management
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