Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/30264
Appears in Collections:Marketing and Retail Journal Articles
Peer Review Status: Refereed
Title: Chinese management practices in Kenya: toward a post-colonial critique
Author(s): Kamoche, Ken
Siebers, Lisa Qixun
Keywords: Africa
China
cultural differences
Kenya
management practices
post-colonial theory
Issue Date: 2015
Citation: Kamoche K & Siebers LQ (2015) Chinese management practices in Kenya: toward a post-colonial critique. The International Journal of Human Resource Management, 26 (21), pp. 2718-2743. https://doi.org/10.1080/09585192.2014.968185
Abstract: 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.
DOI Link: 10.1080/09585192.2014.968185
Rights: This is an Accepted Manuscript of an article published by Taylor & Francis Group in International Journal of Human Resource Management on 15 Oct 2014, available online: http://www.tandfonline.com/10.1080/09585192.2014.968185.
Licence URL(s): https://storre.stir.ac.uk/STORREEndUserLicence.pdf

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