Chinese management practices in Kenya: toward a post-colonial critique

KAMOCHE, K. and SIEBERS, L.Q., 2015. Chinese management practices in Kenya: toward a post-colonial critique. International Journal of Human Resource Management, 26 (21), pp. 2718-2743. ISSN 0958-5192

[img]
Preview
Text
PuibSub276_Siebers.pdf - Post-print

Download (379kB) | Preview

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.

Item Type: Journal article
Publication Title: International Journal of Human Resource Management
Creators: Kamoche, K. and Siebers, L.Q.
Publisher: Taylor & Francis
Place of Publication: Abingdon
Date: 2015
Volume: 26
Number: 21
ISSN: 0958-5192
Identifiers:
NumberType
10.1080/09585192.2013.845238DOI
Divisions: Schools > Nottingham Business School
Depositing User: EPrints Services
Date Added: 09 Oct 2015 09:43
Last Modified: 23 Aug 2016 14:12
URI: http://irep.ntu.ac.uk/id/eprint/1690

Actions (login required)

Edit View Edit View

Views

Views per month over past year

Downloads

Downloads per month over past year