Abstract
This chapter examines theoretical and conceptual issues concerning teamwork in China. We discuss the increasing importance of teamwork in China’s business organizations and its relationship to the changing Chinese culture and economic environment. By placing teamwork in China in a cross-cultural context, we develop a conceptual model and associated propositions describing how individual attitudes and values influence teamwork.
An earlier version of this chapter was presented at the research conference Management and Organizations in China sponsored by the Center for Research on Organizations at HKUST, January 1998. This research was supported by a grant from the Center for Human Resource Management at the University of Illinois. We would like to thank Elizabeth Weldon for providing cogent and helpful comments on an earlier draft. Wei Huang contributed able research assistance.
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Chen, X., Bishop, J.W., Scott, K.D. (2000). Teamwork in China: Where Reality Challenges Theory and Practice1 . In: Li, J.T., Tsui, A.S., Weldon, E. (eds) Management and Organizations in the Chinese Context. Palgrave Macmillan, London. https://doi.org/10.1057/9780230511590_11
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DOI: https://doi.org/10.1057/9780230511590_11
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