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Erschienen in: Asia Pacific Journal of Management 1/2018

10.05.2017

Female leadership in contemporary Chinese family firms

verfasst von: Shihui Chen, Hanqing Chevy Fang, Niall G. MacKenzie, Sara Carter, Ling Chen, Bingde Wu

Erschienen in: Asia Pacific Journal of Management | Ausgabe 1/2018

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Abstract

Drawing on a case study of a three-generation family business, this paper explores the antecedents and consequences of female leadership in contemporary Chinese family business. Our findings suggest that institutional change in contemporary China affects the role of female family members in the family system, which eventually gave rise to female leadership in China’s family businesses. We also propose that in comparison to male leadership, female leadership in Chinese family business is more concerned with balancing work-family conflict; more dependent upon the family’s endowment of resources; and more likely to favor a participative (rather than authoritative) decision-making style.

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Fußnoten
1
Female family leadership and female leadership in family business are used interchangeably in this article.
 
2
We use the term leader to broadly refer to the primary decision-maker in an economic organization. It includes but is not limited to business owner, manager and entrepreneur.
 
3
Formal private businesses started to emerge following the 1978 “Reform and Open-up.” However, before this time, private business still existed in the informal (grey) economy, filling the void left by the state-owned enterprises. To some extent, the Reform and Open-up or the beginning of economic transformation was partially driven by the prevalence of informal business activities in China. The business is considered a three-generation family firm because we consider the business as it existed in the informal economy as an inherent part of the company’s history. Although the business was formally incorporated after 1978, the foundation of the business was built before 1978.
 
4
Gender equality has a great impact on NL family that they believe capable women can be just as effective leaders as their male peers.
 
5
Working point was an evaluation system used by the Communist Party from 1950s–1980s.
 
6
The illiteracy rate of young Chinese women in 2013 is 6.7%, reduced from 23.7% compared with 1995. http://​www.​scio.​gov.​cn/​zxbd/​wz/​Document/​1450166/​1450166.​htm
 
7
In 1960s, female with a high-school certificate were regarded as a highly educated person.
 
8
The percentage of female members in CPPCC will be no less than 22%. This information comes from the website of http://​news.​xinhuanet.​com/​misc/​2007-03/​08/​content_​5820140.​htm
 
9
Families could have two children if the parents are rural household registration.
 
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Metadaten
Titel
Female leadership in contemporary Chinese family firms
verfasst von
Shihui Chen
Hanqing Chevy Fang
Niall G. MacKenzie
Sara Carter
Ling Chen
Bingde Wu
Publikationsdatum
10.05.2017
Verlag
Springer US
Erschienen in
Asia Pacific Journal of Management / Ausgabe 1/2018
Print ISSN: 0217-4561
Elektronische ISSN: 1572-9958
DOI
https://doi.org/10.1007/s10490-017-9515-2

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