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Australian businesses in China: searching for synergy

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  • Sim Liang
  • Alma Whiteley

Abstract

This article reports on an empirical, interpretive study conducted in 2001-2002 in the Beijing region of China. The case of the ‘Australians managing in Northern China’ is reported here. This research explores two major areas. First, it investigates the imilarities similarities and differences between Australian and Chinese cultures both at the national and corporate levels as the actors -- the Australian managers and their Chinese colleagues -- see them. Secondly, it studies how the actors are interacting to manage cultural issues in their organizations and whether synergies are emergent from their interactions. The article attempts to help managers and researchers gain a deeper understanding of the questions: what major cultural similarities and differences do Australian and Chinese managers perceive both inside and outside of their organizations; how do managers interact to effectively manage cultural issues in Australian businesses in China and how is synergy possible?

Suggested Citation

  • Sim Liang & Alma Whiteley, 2003. "Australian businesses in China: searching for synergy," Asia Pacific Business Review, Taylor & Francis Journals, vol. 9(3), pages 41-60, March.
    • Handle: RePEc:taf:apbizr:v:9:y:2003:i:3:p:41-60
    DOI: 10.1080/13602380312331288620
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    Cited by:

    1. Kriz, Anton & Keating, Byron W., 2010. "Business relationships in China: Lessons about deep trust," MPRA Paper 40427, University Library of Munich, Germany.

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