TY - JOUR
AU - Michael, Ng
AB - Int. Studies of Man. & Org .• Vol. XIII. No.3. pp. 92-123 M. E. Sharpe. Inc .• 1983 THE ROLE OF "FACE" IN THE ORGANIZATIONAL PERCEPTIONS OF CHINESE MANAGERS S. G. Redding and Michael Ng (Hong Kong) The study of organizational behavior or, indeed, of almost any other aspect of management has not yet entered the realm of Chinese business. A considerable literature in English on the Japanese approach to organization is now available and re­ flects the growing acceptance by Western firms of the signifi­ cance of Oriental competition and the clear emergence of a new region of major economic strength in East and Southeast Asia. Yet, despite its significance within this region, the Chi­ nese form of organization remains virtually undescribed. There are, of course, two major forms of Chinese life, and it is necessary to make clear which context is referred to. The mainland Chinese of the People's Republic are not dis­ cussed here. This paper is concerned with the overseas Chi­ nese, those of the Nanyang, or southern ocean, based in Hong Kong, Singapore, and Taiwan, and whose influence also extends deep into the economies' of Thailand, the Philippines, Malaysia, and Indonesia and who trade 
TI - The Role of “Face” in the Organizational Perceptions of Chinese Managers
JF - International Studies of Management & Organization
DO - 10.1080/00208825.1983.11656369
DA - 1983-09-01
UR - https://www.deepdyve.com/lp/taylor-francis/the-role-of-face-in-the-organizational-perceptions-of-chinese-managers-PeVyGAGCnc
SP - 92
EP - 123
VL - 13
IS - 3
DP - DeepDyve
ER -