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Zeng, Dandan (2008) How employee empowerment really works in Chinese private-owned companies? Insights from Jin Fong Group Ltd, China. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

Today's business market is increasingly competitive in China. Many private-owned companies have confronted conflicts in order to make better business. Respond to such pressures, more and more Chinese private firms are implementing western empowerment concepts into management for increasing internal efficiency. However, China is a high power distance country that minor decisions are taken by top management group rather than passed down the organizational hierarchy. Moreover, the Confucian value may become the obstacle for authority delegating in Chinese private-owned firms.

Although growing interests are paid to the empowered implication of Chinese state-owned enterprises, far little attention can be given to Chinese private companies. Therefore, the aim of this paper is to explore the degree of empowerment practice of Chinese private firms through a case study of a real estate company and then gain a clear understanding of whether employee empowerment works in the collectivist, high power distance society. If employee empowerment can be successfully implemented in Chinese context, what is the incentive for that? If the situation is out of expectation, what barriers may result in the negative phenomenon? Meanwhile, I will give an example of how to solve the problem of empowerment practice in Chinese private company with my own analysis and explanations.

Item Type:	Dissertation (University of Nottingham only)
Keywords:	Employee empowerment, Chinese private-owned companies
Depositing User:	EP, Services
Date Deposited:	03 Feb 2009
Last Modified:	17 Dec 2017 15:38
URI:	https://eprints.nottingham.ac.uk/id/eprint/22119

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