A CASE STUDY OF ORGANISATIONAL CULTURE AND IDEOLOGICAL ISSUES IN A JOINT VENTURE IN CHINA

Xiaoli Jiang
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Xiaoli Jiang: School of Behavioural & Social Sciences and Humanities, University of Ballarat, Australia

Journal of Enterprising Culture (JEC), 2001, vol. 09, issue 03, 313-330

Abstract: This study utilises interviews to investigate issues within a joint venture (JV) in China. The findings demonstrate that the organisational culture of this JV was dominated by its former state-owned enterprise (SOE) culture. The culture was influenced by Chinese culture, particularly by Maoist ideology. This organisational culture appeared not to be compatible with the liberalist ideology of the capitalist market economy. This incompatibility had contributed to management difficulties and financial losses for the JV. Discontent existed between the Chinese staff/workers and Western expatriates. Changing the organisational culture by changing staff may assist the JV to survive in the market economy.

Date: 2001
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DOI: 10.1142/S0218495801000171

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