Abstract
China’s presence in Africa has increased rapidly in recent years. With their established presence, Chinese organisations have been faced with various managerial practice-related challenges. This case study examines the challenges faced by a Chinese multinational organisation which imports heavy machinery and operates in Uganda. Data were collected using interviews with ten of the company’s employees. The study points to a number of similarities and differences between Ugandan and Chinese managerial practices in the organisation. Indications are that the company’s employees have an overall negative perception of their Chinese managers’ practices. Recommendations arising from the study could guide Chinese managers in determining the appropriateness of their style of leadership in the African context as they pursue the goal of organisational effectiveness.
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Louw, L., Burger, K., Louw, M.J. (2019). Case 13: Employee Perceptions of a Chinese Heavy-Machinery-Importing Organisation Operating in Uganda. In: Mayer, CH., Louw, L., Boness, C.M. (eds) Managing Chinese-African Business Interactions. Palgrave Studies in African Leadership. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-25185-7_16
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DOI: https://doi.org/10.1007/978-3-030-25185-7_16
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