Abstract
Under different social backgrounds for the past decades, Taiwan and China are similar yet different. In this study, the researcher seeks to identify the relationship between the culturally differentiated manager and their perceived effectiveness in leading change. Using a qualitative approach, the researcher had found differences between Chinese managers’ and Taiwanese managers’ perception in leading change. Some aspects of these differences also suggested that Taiwanese managers might find difficulties implementing change inside their international joint venture in Mainland China.
Keywords
Taiwan, China, Taiwanese, Chinese, Change Management, Leadership
Date of this Version
4-22-2010
Department
Organizational Leadership & Supervision
Department Head
Michael M. Beyerlein
Month of Graduation
May
Year of Graduation
2010
Degree
Master of Science
Head of Graduate Program
Gary R. Bertoline
Advisor 1 or Chair of Committee
Rodney Vandeveer
Committee Member 1
Alexander Crispo
Committee Member 2
Daniel Lybrook
Committee Member 3
Jenny Daugherty