Forthcoming articles

International Journal of Chinese Culture and Management

International Journal of Chinese Culture and Management (IJCCM)

These articles have been peer-reviewed and accepted for publication but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

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International Journal of Chinese Culture and Management (3 papers in press)

Regular Issues

  • Values in Family Businesses owned by Chinese Diaspora in Sarawak, Malaysia   Order a copy of this article
    by Su-Hie TING 
    Abstract: The case study aimed to describe the values in family businesses owned by Chinese diaspora in Sarawak, Malaysia. Interviews were conducted with founders and successors from 12 Chinese family businesses to identify the values. Of the 26 values identified, the most common values are trustworthiness, hard work and prioritising personal interest over family obligation. Prioritising personal interest over family obligation, discipline and being daring in business are new values which emerged in this study, and suggest a move away from traditional values. Apart from these, it seems that Chinese cultural values are largely maintained in this Malaysian Chinese diaspora despite the prolonged contact with host cultures and the Western educational background of successors. The study produced a framework for prevailing values in family businesses owned by Chinese diaspora in Malaysia which is firmly anchored to an established framework of Chinese cultural values.
    Keywords: values; family business; Chinese cultural values; diaspora; Malaysia.

  • Reading Hamlet in Snowden's Hong Kong: A comparison of Hong Kong and mainland Chinese university students views of surveillance   Order a copy of this article
    by C.A. DeCoursey, Man Kung Matthew Cheung 
    Abstract: Second-language (L2) students use their culture and experiences to interpret new texts they encounter. This paper used content and Appraisal analysis to compare how Hong Kong and mainland Chinese students view surveillance. Qualitative data was collected while Edward Snowden was in Hong Kong. Frequently-realised themes in both corpora were authorities attempts to control people, power, and il/legitimate uses of surveillance. In the Hong Kong corpus, most attitudes were negative emotions. In the mainland corpus, most were positive judgments of normality and propriety. Strong colligations were found across several subcategories in the Hong Kong corpus, but only in Judgments in the mainland corpus. Results suggest Hong Kong university students are more emotional and individualistic, connecting surveillance to the self, where mainland students are more positive, connecting surveillance to group experiences.
    Keywords: surveillance; Hong Kong; China; Hamlet; university student attitudes; Appraisal analysis; content analysis; Edward Snowden; second-language reading.

    by Mingming Liu, Susan Freeman, Md. Wahid Murad 
    Abstract: Drawing upon strategy and organisational theories and practices, we developed a model of corporate culture, strategic change and corporate performance extending the current conceptualizations of corporate culture and strategic change. Using data obtained from 244 Chinese construction firms our empirical results show that internal organisational factors significantly influence the corporate change and hence corporate performance. In this study, strategic change is found as not only a shift in structures and processes, but it also lends support to the cognitive organisational reorientation approach to understanding the relationships. We contributed new understanding, showing that team spirit and social responsibility have a positive influence, while science and technological innovation and organisational learning have a negative influence on strategic change speed, magnitude and depth. Customer orientation did not meet the requirements of factor analysis and that strategic change was found to have no intervening influence on the relationship between corporate culture and corporate performance.
    Keywords: corporate culture; strategic change; corporate performance; Chinese construction industry.