Chinese management practices in Kenya: toward a post-colonial critique

Kamoche, Ken and Siebers, Lisa Qixun (2015) Chinese management practices in Kenya: toward a post-colonial critique. International Journal of Human Resource Management, 26 (21). pp. 2718-2743. ISSN 1466-4399

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While transforming the investment, trading and infrastructural landscape in Africa, Chinese firms are also generating much-publicised controversy about their real motives. Many of the large Chinese firms operating in Africa focus mostly but not exclusively on engineering, infrastructural projects and mining. This Africa–China engagement has only recently begun to receive critical attention in the area of management and organisation studies. With reference to Kenya, we found that this phenomenon is characterised by four key themes: the unique yet diverse motivations of investors, the challenge of reconciling cross-cultural differences, the impact of low-cost strategies and the boundary-spanning role of managers. This paper also considers the extent to which post-colonial theory might serve as an analytical lens for examining the perceptions and attitudes of Chinese managers as well as the experiences of the Africans who work for them.

Item Type: Article
Additional Information: This is an Accepted Manuscript of an article published by Taylor & Francis in International Journal of Human Resource Management on 15 October 2014, available online:[Article DOI].
Keywords: Africa, China, cultural differences, Kenya, management practices, post-colonial theory
Schools/Departments: University of Nottingham, UK > Faculty of Social Sciences > Nottingham University Business School
Identification Number:
Depositing User: Eprints, Support
Date Deposited: 05 Apr 2018 08:19
Last Modified: 04 May 2020 20:11

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