Leadership, decision-making and cultural context: Event management within Chinese joint ventures

Two studies are presented of the ways in which middle-level leaders within enterprises in mainland China handle work events. A sample of Chinese managers reported much stronger reliance on widespread beliefs as a source of guidance than had been found in other nations in earlier studies. This effect was stronger in state enterprises than in joint ventures. In the second study, management of nine work events by Chinese leaders in joint venture hotels was investigated. Events were more frequently problematic when working with Western or Japanese partners than with ethnic Chinese. Respondents' reports of how they handled work events did not vary in relation to the overseas partner with whom they worked. However they did show awareness that agreement about how best to handle events does vary in relation to who is one's partner. The results are discussed in terms of the skills required of leaders working across cultural boundaries.