HHP model of management: comparing managerial approaches across the United States, Europe, Japan, and China

Xinqi Lin

Management Research Review, 2024, vol. 48, issue 1, 22-36

Abstract: Purpose - Against the backdrop of the convergence and divergence debate in comparative management studies, this study aims to explore Chinese-style management and proposes the husband-housewife-patriarchy (HHP) model of management, emphasizing the uniqueness of Chinese management practices that are differentiated from Western- and Japanese-oriented paradigms while advocating a progressive and practical approach to understanding and applying these principles [1]. Design/methodology/approach - This study combines a “bottom-up” and “top-down” logic of analysis to reexamine the general managerial approaches, with particular attention toward human resource management as a stream within the whole management spectrum across China, the USA, Europe and Japan, reaching a typological representation of the above prototypes, which is coined as the HHP model of management. In doing so, this paper proffers a novel lens for revisiting these models and advancing management innovation in China. Findings - Chinese-style management is characterized by an array of unique approaches diverging from Western and Japanese models. The HHP management model is presented as a new framework for reinterpreting these distinctions and encouraging management innovation within China, highlighting the potential of Chinese management practices in contributing to global management knowledge. Originality/value - This paper offers novel perspectives on Chinese-style management and introduces the HHP management model, enriching the discourse on comparative management and local innovation in the managerial arena.

Keywords: Human resource management; Managerial innovation; Comparative HRM; Chinese-style management; HHP model of management; HRM model; US-EU-Japan-China management model comparison (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:mrr-12-2023-0889

DOI: 10.1108/MRR-12-2023-0889

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