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Case 12: Managing a Chinese-South African Restaurant in Port Elizabeth, South Africa

  • Zhaoyi Liu
Chapter
Part of the Palgrave Studies in African Leadership book series (PSAL)

Abstract

Increasingly, Chinese small and medium enterprises are investing heavily in South Africa. Many of these Chinese businesses encounter difficulties in dealing with the management of employees from different cultural backgrounds, but very little attention has been focused on how to solve this problem. This chapter attempts to lay a foundation for cross-cultural understanding, leading to strategies that can facilitate both knowledge and practice in this area. Aspects of Chinese and South African cultures and different leadership styles and influence of culture on centrality of work are explored. J’s Restaurant is used as an example of a Chinese-South African cross-cultural business. Culture-specific solutions are provided from both Chinese and South African points of view. It is recommended that an appropriate leadership style is selected in order to manage the business and to build up a healthy communication system to bridge the gap in understanding between employees from different cultures.

Keywords

Cross-cultural management Leadership style Cultural value Centrality of work China-South Africa 

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Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Zhaoyi Liu
    • 1
  1. 1.Department of ManagementRhodes UniversityGrahamstownSouth Africa

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