Abstract
What do Chinese managers do? What do they do differently from Western managers? This paper is based on an empirical study in Chinese organizations in Singapore that analyzes differences in managerial work and behavior. The paper deals with the managerial work of Chinese organizations, and the managerial roles in Chinese organizations. A comparison between these research findings and Mintzberg's study is also presented. Implications are drawn for Chinese managers, management educators, and organization theorists.
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