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Learning by Doing: Emerging Paths of Chinese Management Research

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  • Zhao, Shuming
  • Jiang, Chunyan

Abstract

This commentary reviews Chinese management research since its beginning more than thirty years ago and considers the emerging paths that contemporary scholars may follow. Following Barney and Zhang's (2009) article as well as Whetten's article (2009) in this issue, we first clarify what the two paths (a theory of Chinese management and a Chinese theory of management) would mean for the Chinese scholar. We then discuss the possible interplay between these two paths and suggest it is time to take the road less travelled rather than to over-travel the more popular road. We conclude that practice will prove the final judge on the paths pursued and that the insights from the Barney and Zhang and Whetten articles help sharpen our understanding of the challenges.

Suggested Citation

  • Zhao, Shuming & Jiang, Chunyan, 2009. "Learning by Doing: Emerging Paths of Chinese Management Research," Management and Organization Review, Cambridge University Press, vol. 5(1), pages 107-119, March.
    • Handle: RePEc:cup:maorev:v:5:y:2009:i:01:p:107-119_00
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    Cited by:

    1. Horak, Sven, 2013. "Cross-cultural experimental economics and indigenous management research: Issues and contributions," Working Papers on East Asian Studies 92/2013, University of Duisburg-Essen, Institute of East Asian Studies IN-EAST.
    2. Brian K. Boyd, 2018. "Paradigm development in Chinese management research: The role of research methodology," Asia Pacific Journal of Management, Springer, vol. 35(3), pages 805-827, September.

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