Chinese Organizations in Sub-Saharan Africa: New Dynamics, New Synergies - Chinese Organizations in Sub-Saharan Africa: New Dynamics, New Synergies -

I The context Current research on Chinese organizations in Africa What do we know, and what do we need to do?International management research on China in Africa in its geopolitical context The nature of Chinese organizations in Africa Chinese engagement with African communities What do we still need to know about China’s engagement at the organizational level?Understanding the theoretical implications for international management studies Appropriate research methodologies From motivation to action Chinese firms and their contribution to Africa’s development References Why is the Chinese presence in Africa important to management scholars?Motives of Chinese foreign direct investment (FDI) in Africa Critical development theories: relevance for international and cross-cultural management studies Cultural synergy and divergence: implications for management scholars Factors influencing the transfer of technology and knowledge: implications for management practices Influence of Chinese and African cultural philosophies and practices on Chinese HRM practices Summary References Potential symbiotic Sino-African relations and policymaking: Underexplored, under-researched or clearly misunderstood?Existing scholarly work on Sino-African relations China-Africa trade and investment policy review Technological and innovative capacity building through FDI Chinese investments in Africa and the potential symbiotic benefits Emerging literature and a new research framework Conclusion Acknowledgement References International human resource management strategies of Chinese firms in Africa Chinese FDI The strategic motives of Chinese FDI The characteristics of Chinese FDI in Africa Types of firm ownership Voices about Chinese FDI in Africa The impacts of traditional culture on HRM in China and Africa IHRM strategies of Chinese companies International staffing approach Chinese expatriates in subsidiaries Managing Chinese expatriates in Africa Towards a conceptual framework of Chinese expatriation in Africa Research opportunities Note References Towards intercultural effectiveness in Sino-African organisations: Exploring synergies and differences in communication culture China in Africa: the situation and the challenges A multi-view conceptual framework Exploring synergies and differences in Western, African and Chinese communication culture Values and guiding philosophies (1): comparison and implications for communication Self-perceptions (2): comparison and implications for communication Nature of communication (3): comparison and implications for communication Degree of interaction (4): comparison and implications for communication Objective of communication (5): comparison and implications for communication Process and style of communication (6): comparison and implications for communication Implications for management and theory development Conclusion References II Countries and themes Cross-cultural communication and knowledge transfer in China-Africa joint ventures Anglophone versus francophone experiences Background: anglophone vs. francophone Africa What we were looking for in this research How we conducted the research What we found in our research Chinese people working in Africa Understanding Sino-Africa communication Anglophone Africans and Chinese people Francophone Africans and Chinese people Indigenous Africans and Chinese people Study highlights Poor language as a significant obstacle to knowledge transfer Anglophones like teaching English, francophones like learning Mandarin Towards hybrid languages in Sino-African joint ventures: Chinglish and Frenchnese Conclusion References Chinese organisations and management in Zimbabwe: An analysis of press representation Introduction Chinese relations with Zimbabwe Chinese firms and the local community The impact of the Chinese on the local job market Chinese organisations and the management of Zimbabwe staff General issues, problems, positives and negatives The positives Funding the economy Positive reporting Donations The negatives Poor labour relations by the Chinese Mistrust Quality of products Environmental impact Conclusion References South African employees’ commitment to a Chinese organisation Concept of organisational commitment used in this study Factors influencing organisational commitment Open communication Leadership Supervisory support Job security Opportunities for training and development Compensation Promotional opportunities What we were looking for in our research How we conducted this research What we found from our research Open communication Leadership Supervisory support Opportunities for training and development Compensation Job security Promotional opportunities Recognition (new factor)Trust (new factor)Levels of organisational commitment Conclusions and Implications References The influence of organisational culture on a high-commitment work system: The case of a Chinese multinational corporation in South Africa Organisational culture and HCWS in a Chinese MNC A narrative of organisational culture HCWS and employee commitment What we wanted to achieve in our research How we conducted this research Our findings from the research Organisational culture of the MNC (Objective 1)Prominent features Values bonding people Role of leadership Strategic focus The nature of the Chinese MNC’s HCWS (Objective 2)Promotion from within Careful selection Extensive training and socialisation Job security Enlarged jobs Performance appraisal High remuneration Extensive ownership Egalitarianism Participation Information sharing and communication Overarching goals Teamwork Discussion and conclusions relating to our findings on culture and HCWS Managerial implications and recommendations Limitations and further research References Experiences of Chinese and Tanzanian cooperation in a Chinese organisation in Tanzania Contextual insights Managing Chinese organisations in African contexts How we did the research How we analysed and interpreted our data What we found from our research Experiences of Chinese and Tanzanian employees within the organisation Strategy Structure, decision-making and participation Leadership styles Staff and managers Recruitment Qualifications and training Knowledge sharing Working conditions and atmosphere Motivation, benefits and rewards Conclusion on the experiences of Chinese and Tanzanian employees within the organisation Chinese and Tanzanian employees’ perceptions of their societal and organisational work environment Interaction with community and local organisations Interaction with government and trade unions Benefits for Africa and Tanzania Conclusion on the Chinese and Tanzanian views on the societal and organisational work environment Chinese and Tanzanian views on culture Chinese views on Chinese and African values Tanzanian views on Tanzanian and Chinese values Conclusions on the Chinese and Tanzanian views on cultural values Chinese and Tanzanian ideas of future collaboration Summary of Chinese and Tanzanian ideas towards future collaboration Reflections on our findings Concluding remarks and recommendations Acknowledgements References Chinese firms in Uganda: The important role of the mediator What we were looking for in this study How we conducted this research What we found from our research The mediator role Mediation between Chinese managers and African employees Mediation between Chinese managers and the hosting communities Mediation between Chinese managers and regulatory institutions Mediation between Chinese managers and clients/market stakeholders Integrated perspectives about the mediatory role Suggestions to enhance the mediatory role Conclusions Limitations of the study and implications for future research References III Implications How can we help to develop Chinese and African managers? Building synergies through hybrid practice-based management partnerships The failings of management education in Africa Refusing to play the game: the case for a hybrid practice-based approach for African Management Tapping into Chinese management approaches Modelling hybridization for Africa: a China-Africa hybrid practice-based management development (CAHPMD) framework Implications for African management education and research Conclusion References