This state-of-the-art Handbook encompasses theoretical and empirical research on Chinese organizational behavior over the last two decades of its renaissance, with prominent scholars providing critical reviews of empirical studies in Chinese societies on 14 important topics. This comprehensive Handbook explores limitations and challenges arising from attempts to develop indigenous theories and constructs applicable to Chinese social reality. Key contributors integrate the literature in their topic areas, providing directions for pushing forward the frontiers of research into a more culturally sensitive and powerful representation of Chinese organizational behavior. Areas examined include emotional intelligence, creativity and motivation, leadership, team conflicts, trust, power and business ethics. Experienced practitioner input is included. Scholars interested in research on international business and Chinese work behaviors and their effective management will find much of value in this compilation. Students of management, including organizational behavior, human resource management, strategic management, and international management will also find information and guidance that will prove invaluable as will practitioners who have business connections in China and other Chinese societies. Contributors: S. Aryee, M.H. Bond, P. Cardona, C.C. Chen, N.Y. Chen, X.-P. Chen, Z.X. Chen, F.M.-c. Cheung, M. Chong, W. Fan, R. Fischer, R. Friedman, P.P. Fu, D.N. Henry, S. Hornung, G.-h. Huang, X. Huang, K.-K. Hwang, T.-Y. Kim, S.J. Kulich, J.Y.M. Lai, C.K. Lam, L.W. Lam, D.C.-s. Lau, C. Lee, Y.-t. Lee, K. Leung, W. Li, W. Liu, V.M.-C. Lun, I. Ng, S.B.C. Ng, K. Peng, D.M. Rousseau, Y.F. Shang, P.B. Smith, L.J. Song, D. Tjosvold, A.S. Tsui, S.S. Wen, A. Wong, C.-S. Wong, J. Wu, M. Wu, J. Wuttke, E. Xu, J. Yao, H.H. Zhao, J. Zhou

Behind the mask of objective science lie the dynamics of what happens to scientists who go to live and work in another culture. Those who work and study in an alien culture often find themselves changed in ways that affect their scientific work. How does this challenge, stimulate, provoke, suggest and inspire advances and novelty in their theories, methods and instruments? Originally published in 1997, each of the essays in this title explores these issues through the experiences of a distinguished practitioner, describing the process of intellectual growth and development. Chosen for their extensive experience with people holding a different worldview, the authors have all achieved renown for their contributions to the social science of culture.

Behind the mask of objective science lie the dynamics of what happens to scientists who go to live and work in another culture. Those who work and study in an alien culture often find themselves changed in ways that affect their scientific work. How does this challenge, stimulate, provoke, suggest and inspire advances and novelty in their theories, methods and instruments? Originally published in 1997, each of the essays in this title explores these issues through the experiences of a distinguished practitioner, describing the process of intellectual growth and development. Chosen for their extensive experience with people holding a different worldview, the authors have all achieved renown for their contributions to the social science of culture.

This state-of-the-art Handbook encompasses theoretical and empirical research on Chinese organizational behavior over the last two decades of its renaissance, with prominent scholars providing critical reviews of empirical studies in Chinese societies on 14 important topics. This comprehensive Handbook explores limitations and challenges arising from attempts to develop indigenous theories and constructs applicable to Chinese social reality. Key contributors integrate the literature in their topic areas, providing directions for pushing forward the frontiers of research into a more culturally sensitive and powerful representation of Chinese organizational behavior. Areas examined include emotional intelligence, creativity and motivation, leadership, team conflicts, trust, power and business ethics. Experienced practitioner input is included. Scholars interested in research on international business and Chinese work behaviors and their effective management will find much of value in this compilation. Students of management, including organizational behavior, human resource management, strategic management, and international management will also find information and guidance that will prove invaluable as will practitioners who have business connections in China and other Chinese societies. Contributors: S. Aryee, M.H. Bond, P. Cardona, C.C. Chen, N.Y. Chen, X.-P. Chen, Z.X. Chen, F.M.-c. Cheung, M. Chong, W. Fan, R. Fischer, R. Friedman, P.P. Fu, D.N. Henry, S. Hornung, G.-h. Huang, X. Huang, K.-K. Hwang, T.-Y. Kim, S.J. Kulich, J.Y.M. Lai, C.K. Lam, L.W. Lam, D.C.-s. Lau, C. Lee, Y.-t. Lee, K. Leung, W. Li, W. Liu, V.M.-C. Lun, I. Ng, S.B.C. Ng, K. Peng, D.M. Rousseau, Y.F. Shang, P.B. Smith, L.J. Song, D. Tjosvold, A.S. Tsui, S.S. Wen, A. Wong, C.-S. Wong, J. Wu, M. Wu, J. Wuttke, E. Xu, J. Yao, H.H. Zhao, J. Zhou

Humans are surrounded by trillions of stimuli. Their eyes, for instance, can discriminate 7,500,000 colors. But, there is a severe limitation in the number of discriminably different stimuli that they can process at one time. George Miller argued that they can handle no more than seven, plus or minus two independent pieces of information at any given time. Thus, necessarily they must develop ways to simplify the task of processing the information that exists in their environment. They do this in many ways. One way is to select the stimuli that are most imp- tant in their lives, what are often called values. Another way is to chunk stimuli by linking them to each other, so they form bundles of stimuli that can be processed as if they are one entity. Generalized expectancies of what is linked with what are beliefs, and these beliefs are structured into bundles (see Triandis, 1972).

Humans are surrounded by trillions of stimuli. Their eyes, for instance, can discriminate 7,500,000 colors. But, there is a severe limitation in the number of discriminably different stimuli that they can process at one time. George Miller argued that they can handle no more than seven, plus or minus two independent pieces of information at any given time. Thus, necessarily they must develop ways to simplify the task of processing the information that exists in their environment. They do this in many ways. One way is to select the stimuli that are most imp- tant in their lives, what are often called values. Another way is to chunk stimuli by linking them to each other, so they form bundles of stimuli that can be processed as if they are one entity. Generalized expectancies of what is linked with what are beliefs, and these beliefs are structured into bundles (see Triandis, 1972).