University of Hertfordshire

By the same authors

A Knowledge Perspective on Ambicultural Management

Research output: Contribution to conferencePaper

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A Knowledge Perspective on Ambicultural Management. / Imani, Yassaman.

2012. Paper presented at The 6th International Conference on Knowledge Management in Asia Pacific, Shanghai, China.

Research output: Contribution to conferencePaper

Harvard

Imani, Y 2012, 'A Knowledge Perspective on Ambicultural Management', Paper presented at The 6th International Conference on Knowledge Management in Asia Pacific, Shanghai, China, 11/10/12 - 13/10/12.

APA

Imani, Y. (2012). A Knowledge Perspective on Ambicultural Management. Paper presented at The 6th International Conference on Knowledge Management in Asia Pacific, Shanghai, China.

Vancouver

Imani Y. A Knowledge Perspective on Ambicultural Management. 2012. Paper presented at The 6th International Conference on Knowledge Management in Asia Pacific, Shanghai, China.

Author

Imani, Yassaman. / A Knowledge Perspective on Ambicultural Management. Paper presented at The 6th International Conference on Knowledge Management in Asia Pacific, Shanghai, China.

Bibtex

@conference{8851c3470e7446939da07fb8e1bf9a6c,
title = "A Knowledge Perspective on Ambicultural Management",
abstract = "Gaining access to markets, natural resources and technological expertise, and learning from local marketing and management knowledge and skills have been identified as the main factors behind Chinese firms{\textquoteright} foreign direct investments. An extensive body of literature explores most of these factors, yet learning from local management skills and practices remains conceptually and empirically underexplored. In parallel, there are general calls for adopting an {\textquoteleft}ambicultural management{\textquoteright} approach (AM), a superior style of management suitable for the current global economic crisis, to combine the positive aspects of the Western and Eastern management practices, while discarding their negative characteristics (see Chen & Miller, 2010, 2011). However, in AM Eastern and Western management practices are assumed to be rather distinct and acontextual. This paper enhances ambicultural management{\textquoteright}s explanatory power by drawing on some theories from knowledge management and argues that the adapted AM becomes a useful and conceptually robust framework for exploring the extent to which Chinese firms learn from, and influence, the local management knowledge and skills of their overseas subsidiaries in Western countries. ",
keywords = "Ambicultural management, Western and Chinese management interface, knowledge management ",
author = "Yassaman Imani",
year = "2012",
month = oct,
day = "12",
language = "English",
note = "The 6th International Conference on Knowledge Management in Asia Pacific ; Conference date: 11-10-2012 Through 13-10-2012",

}

RIS

TY - CONF

T1 - A Knowledge Perspective on Ambicultural Management

AU - Imani, Yassaman

PY - 2012/10/12

Y1 - 2012/10/12

N2 - Gaining access to markets, natural resources and technological expertise, and learning from local marketing and management knowledge and skills have been identified as the main factors behind Chinese firms’ foreign direct investments. An extensive body of literature explores most of these factors, yet learning from local management skills and practices remains conceptually and empirically underexplored. In parallel, there are general calls for adopting an ‘ambicultural management’ approach (AM), a superior style of management suitable for the current global economic crisis, to combine the positive aspects of the Western and Eastern management practices, while discarding their negative characteristics (see Chen & Miller, 2010, 2011). However, in AM Eastern and Western management practices are assumed to be rather distinct and acontextual. This paper enhances ambicultural management’s explanatory power by drawing on some theories from knowledge management and argues that the adapted AM becomes a useful and conceptually robust framework for exploring the extent to which Chinese firms learn from, and influence, the local management knowledge and skills of their overseas subsidiaries in Western countries.

AB - Gaining access to markets, natural resources and technological expertise, and learning from local marketing and management knowledge and skills have been identified as the main factors behind Chinese firms’ foreign direct investments. An extensive body of literature explores most of these factors, yet learning from local management skills and practices remains conceptually and empirically underexplored. In parallel, there are general calls for adopting an ‘ambicultural management’ approach (AM), a superior style of management suitable for the current global economic crisis, to combine the positive aspects of the Western and Eastern management practices, while discarding their negative characteristics (see Chen & Miller, 2010, 2011). However, in AM Eastern and Western management practices are assumed to be rather distinct and acontextual. This paper enhances ambicultural management’s explanatory power by drawing on some theories from knowledge management and argues that the adapted AM becomes a useful and conceptually robust framework for exploring the extent to which Chinese firms learn from, and influence, the local management knowledge and skills of their overseas subsidiaries in Western countries.

KW - Ambicultural management, Western and Chinese management interface, knowledge management

M3 - Paper

T2 - The 6th International Conference on Knowledge Management in Asia Pacific

Y2 - 11 October 2012 through 13 October 2012

ER -