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A Chinese Managerial View of Business Communication
dc.contributor.authorHildebrandt, Herbert W.en_US
dc.date.accessioned2010-04-14T14:20:22Z
dc.date.available2010-04-14T14:20:22Z
dc.date.issued1988en_US
dc.identifier.citationHildebrandt, Herbert (1988). "A Chinese Managerial View of Business Communication." Management Communication Quarterly 2(2): 217-234. <http://hdl.handle.net/2027.42/69135>en_US
dc.identifier.issn0893-3189en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/69135
dc.description.abstractA study of 436 Chinese (People's Republic of China) managers suggests two conclusions concerning managerial communication: (1) formality dominates Chinese managers' daily interchanges through prescribed channels; (2) oral and written communication courses are among the least important, in the opinion of Chinese managers, for their managerial preparation. Reasons for these communication perceptions include a continuing tradition of Chinese and British formality; a preponderance of Communist party and central government planning that diminishes time for managerial level discussion; a cultural heritage of being orally passive within the home, an attitude which is reflected in the classroom; and a reflection of all of these results in a degree of quiet acceptance within the world of work.en_US
dc.format.extent3108 bytes
dc.format.extent1573237 bytes
dc.format.mimetypetext/plain
dc.format.mimetypeapplication/pdf
dc.publisherSAGE PUBLICATIONSen_US
dc.titleA Chinese Managerial View of Business Communicationen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumUniversity of Michiganen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/69135/2/10.1177_0893318988002002005.pdf
dc.identifier.doi10.1177/0893318988002002005en_US
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dc.owningcollnameInterdisciplinary and Peer-Reviewed


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