||A Network Structure Approach for Chinese Leadership and Management Styles under Different Phases of Internationalization: An Empirical Study of Taiwanese Firms
||A Network Structure Approach for Chinese Leadership and Management Styles under Different Phases of Internationalization: An Empirical Study of Taiwanese Firms
||Institute of International Management (IIMBA--Master)(on the job class)
Qualitative Research Paper
Analytic Network Process
Under the trend of globalization, this study attempts to probe the prevalent Chinese styles of leadership behavior and the practical management practices in domestic firm, international (regional) firm, and global firms in Taiwan. This study would particularly focus on the finding of Taiwanese global firm, because there were fewer investigations about global firms explored up to now. At first, the relationship between Chinese leadership and management effectiveness will also be identified and explored. Then, data will be analyzed by using ANP methodology. The data will collected through face-to-face interview from 15 experts (the executives) in Taiwanese firm. Each phase of internationalization of the firms would conduct 5 experts with the dominant job characteristics in organization (financial, sales, marketing, etc.) from various industrials.
Results showed, the visionary, relations integrating, and benevolent, employee-developed leadership styles were prevalent executed by managers in Taiwanese firm. The priorities on importance of managerial practice for Taiwanese executives were “Influencing People- Decision Making- Relations Building- Information Exchange”. Furthermore, it is common situation that Taiwanese executive has vision to lead firm forwarding. However, the innovation usually has been ignored by executive. The research results also provided some insight for companies the next steps should be cautious with.
TABLE OF CONTENTS II
LIST OF TABLES V
LIST OF FIGURES VI
CHAPTER ONE INTRODUCTION 1
1.1 Research Background 1
1.2 Research Motivations 3
1.3 Research Objective 6
1.4 Research Procedure 6
1.5 Research Structure 7
CHAPTER TWO LITERATURE REVIEW 9
2.1 Leadership 9
2.1.1 Trait Theory 10
2.1.2 Behavior Theory 10
2.1.3 Contingency Theory 12
2.1.4 Context Theory 12
2.2 Management 15
2.2.1 Managerial Classification of Activity 15
2.2.2 Managerial Roles 17
2.2.3 Managerial Behavior 18
2.2.4 Goal Setting 21
2.2.5 Morale 22
2.3 The Difference between Leadership and Management 23
2.4 Chinese Leadership Effectiveness 27
2.4.1 Chinese Leadership Behavior 27
2.4.2 Leadership Behavior of Managerial Practice 35
2.5 Globalization 37
2.5.1 The Process of Internationalization 37
2.5.2 International to Global Business 40
2.6 Constructing a Comprehensive Model of Chinese Leadership Effectiveness 44
2.6.1 The Overall Index of Leadership Effectiveness 44
2.6.2 The Sixteen Managerial Practice of Leadership Behavior 47
2.6.3 The Influence of Internalization in Leadership Behaviors 50
2.6.4 The Influence of Chinese Leadership Styles on Leadership Effectiveness 51
CHAPTER THREE RESEARCH METHODOLOGY 53
3.1 The Conceptual Model 53
3.2 Construct Measurement 55
3.2.1 Definition of each Construction 55
3.2.2 Questionnaire Design 60
3.3 Data Analysis Procedure (ANP) 68
3.4 Sampling Plan and Data Collection 70
CHAPTER FOUR DATA ANALYSIS AND RESULTS 72
4.1 Descriptive Analysis 72
4.2 Validations and Comparisons 77
4.2.1 Result of ANP Analysis 80
4.2.2 Ranking the Alternative Leadership Style 91
4.2.3 Make Overall Selections 94
CHAPTER FIVE CONCLUSION AND DISCUSSION 99
5.1 Research Conclusion 99
5.2 Managerial Implications and Contributions 103
5.3 Further Research, Suggestions, and Limitations 107
Appendix- I: Questionnaire X (English) 123
Appendix-II: Questionnaire A (Chinese and English) 146
Appendix-III: Questionnaire B (English) 157
Appendix-IV: Questionnaire B (Chinese Version) 167
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