Female leadership in contemporary Chinese family firms

Shihui Chen (), Hanqing Chevy Fang (), Niall G. MacKenzie (), Sara Carter (), Ling Chen () and Bingde Wu ()
Additional contact information
Shihui Chen: Ningbo University
Hanqing Chevy Fang: Missouri University of Science and Technology
Niall G. MacKenzie: Hunter Centre for Entrepreneurship, Strathclyde Business School
Sara Carter: Hunter Centre for Entrepreneurship, Strathclyde Business School
Ling Chen: Zhejiang University
Bingde Wu: Fuzhou University

Asia Pacific Journal of Management, 2018, vol. 35, issue 1, No 8, 211 pages

Abstract: 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.

Keywords: Female leadership; Family business in China; Institutional change; Case study (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (10)

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DOI: 10.1007/s10490-017-9515-2

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