Abstract

This paper overviews the role of tradition in the structure, processes and behaviour of Chinese work organ izations. The traditional value frameworks combining Confucian, Taoist and Buddhist principles and prac tices had long been the surrogate of a well-defined legal structure in China. Social interaction based on the strong guanxi bonds dominates the managerial culture and such vehicles of social capital development are prerequisites of any substantive partnership building with China. The analysis presented in this overview attempts to explore the reasons for relative underdevelopment of managerial autonomy and innovation, and the predominance of collective face and networking. It is suggested that there are a number of strengths in the Chinese traditions that may be helpful in the emerging managerial transitions, while pointing out areas where breaking with the past may be necessary. This paper signals the importance of more research in Asian management to alleviate the ethnocentric basis of Western-oriented mainstream management.