Benchmarking culture and performance in Chinese organizations
Abstract
Purpose
To show differences in organizational performance, management style and systems, resulting from cultural differences in three organizational types: foreign‐owned, joint ventures, and Chinese‐owned and operated.
Design/methodology/approach
A survey method was used to assess the management systems, leadership and styles within the cultural contexts of the three types of organizations using Hofstede's four cultural dimensions. Organizational performance was measured using balanced scorecard method and factors suggested by other authors. Performance measures were compared across the three types of organizations.
Findings
Foreign‐owned and operated companies performed significantly better than their joint venture (JV) and Chinese‐owned and operated organizations as measured by financial perspective, customer perspective, internal business perspective, innovation and learning perspective and technological assessment. There was clear evidence of benchmarking among Chinese‐owned and operated organizations, learning from JVs and FOOs.
Research limitations/implications
This study used only managers who had a minimum of five years' experience. The study also did not entertain cross‐breeding management styles.
Practical implications
Provides useful information about benchmarking patterns being used by Chinese owned and operated organizations. As the blending of cultures in global organizations continues, learning organizations benchmark not only process technologies but also management systems, leadership and styles.
Originality/value
The paper clearly provides a direct comparison among the three types of organizations operating in the Chinese cultural context. The methodology used is a blend of different approaches to ensure comprehensive assessment of organizational culture and performance.
Keywords
Citation
Garg, R.K. and Ma, J. (2005), "Benchmarking culture and performance in Chinese organizations", Benchmarking: An International Journal, Vol. 12 No. 3, pp. 260-274. https://doi.org/10.1108/14635770510600375
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited