TY - JOUR
AU1 - Tsui, Anne S.
AB - Management and Organization Review 2:1 1-13 1740-8776 St Editorial Contextualizatio n in Chinese Management Researc h Th e need to 'contextualize' organizational studies is neither novel nor surprising. We have long paid attention to the context in studying phenomen a within or about organizations (Blair and Hunt, 1986; Cappelli and Sherer, 1991; Mowday and Sutton, 1993; Porter, 1996; Rousseau and Fried, 2001). Th e reason is simple. Orga­ nizations or units within them are open systems, and that the context is a major source of influence must not be ignored or dismissed as scholars attempt to under­ stand and explain the actions or behaviour of any unit. This seems obvious. Both scholars and managers know the importance of carefully managing the organiza­ tion—environment linkage. However, the idea of contextualization goes beyond how a unit reacts to or interacts with its context. The manager of a US plant in China sees 'China' as the context, which she or he has to understand, navigate, and negotiate with. China is 'out there' while his or her firm is 'in here'. The manager, in other words, needs to either separate the company from outside influ­ ence or exploit and co-opt them for her 
TI - Contextualization in Chinese Management Research
JF - Management and Organization Review
DO - 10.1111/j.1740-8784.2006.00033.x
DA - 2006-03-01
UR - https://www.deepdyve.com/lp/cambridge-university-press/contextualization-in-chinese-management-research-faovFD2v1Z
SP - 1
EP - 13
VL - 2
IS - 1
DP - DeepDyve
ER -