Face Values and Managerial Practice Preference in China

Wang, KY; Fang, Y; Teo, ST

Face Values and Managerial Practice Preference in China

Wang, KY

Fang, Y Teo, ST

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Publisher:: ANZIBA
Publication Type:: Conference Proceeding
Citation:: Proceedings of the ANZIBA Conference 2007, 2007, pp. 1 - 16
Issue Date:: 2007-01

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Field	Value	Language
dc.contributor.author	Wang, KY https://orcid.org/0000-0001-5656-2617	en_US
dc.contributor.author	Fang, Y	en_US
dc.contributor.author	Teo, ST	en_US
dc.contributor.editor	Rose, E	en_US
dc.contributor.editor	Fisher, G	en_US
dc.date	2007-11-08	en_US
dc.date.issued	2007-01	en_US
dc.identifier.citation	Proceedings of the ANZIBA Conference 2007, 2007, pp. 1 - 16	en_US
dc.identifier.isbn	978-0646-48315-3	en_US
dc.identifier.uri	http://hdl.handle.net/10453/7622
dc.description.abstract	Social face values are found to have influence on the willingness of sharing information within cultural contexts. Face values profoundly penetrate the whole Chinese society, reflecting a high collectivist and large power distance culture. In such culture, members stress greater mutual-face and other s face than member in individualistic cultures, which express more self-face maintenance. Previous studies address the face issues from diverse disciplines. However, there is limited research on how face issues influence on managerial behavior in manager-subordinate relationships through an empirical examination. We explore the extent to which a manager s superior face saving is related to their sharing information with subordinates and inviting their initiatives. The findings of the study indicate that superior face-saving is negatively associated with sharing information with subordinates.	en_US
dc.publisher	ANZIBA	en_US
dc.relation.ispartof	Proceedings of the ANZIBA Conference 2007	en_US
dc.relation.ispartof	Australia and New Zealand Business Academy Conference	en_US
dc.title	Face Values and Managerial Practice Preference in China	en_US
dc.type	Conference Proceeding
utslib.location	Newcastle, Australia	en_US
utslib.location.activity	Newcastle, Australia	en_US
utslib.for	150312 Organisational Planning and Management	en_US
utslib.for	150311 Organisational Behaviour	en_US
dc.location.activity	Newcastle, Australia	en_US
dc.location.activity	Aizu-Wakamatsu City, Fukushima, Japan
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Newcastle, Australia	en_US
pubs.start-date	2007-11-08	en_US

Abstract:

Social face values are found to have influence on the willingness of sharing information within cultural contexts. Face values profoundly penetrate the whole Chinese society, reflecting a high collectivist and large power distance culture. In such culture, members stress greater mutual-face and other s face than member in individualistic cultures, which express more self-face maintenance. Previous studies address the face issues from diverse disciplines. However, there is limited research on how face issues influence on managerial behavior in manager-subordinate relationships through an empirical examination. We explore the extent to which a manager s superior face saving is related to their sharing information with subordinates and inviting their initiatives. The findings of the study indicate that superior face-saving is negatively associated with sharing information with subordinates.

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http://hdl.handle.net/10453/7622