A comparative study of organizational context factors for managerial career progress

Focusing on Chinese state-owned, Sino-foreign joint venture and Japanese corporations

Ziguang Chen, Mitsuru Wakabayashi, Norihiko Takeuchi

Research output: Contribution to journalArticle

16 Citations (Scopus)

Abstract

This study investigated to what extent the organizational context for managerial career progress perceived by managers, consisting of (1) the quality of the environment for career progress, (2) performance-based promotion practices and (3) in-house training opportunities, is different in Chinese and Japanese corporations. Also, the effects of corporate size, managers' age, management level and educational level on the perceived career progress environment were examined. MANCOVA results indicated that Japanese managers working for Japanese corporations in Japan enjoy more favourable career progress environment in all three aspects (Wilks' λ = .80, F = 24.70, p < .0005) than Chinese managers in Chinese state-owned corporations (CSOCs) and Sino-foreign joint venture corporations (SFJVCs) in China. However, no meaningful differences were found between CSOCs and SFJVCs with respect to the organizational context for managerial career progress. Regarding the influence of environmental factors, corporate size had a positive effect on all three aspects of the context for career progress. Management level and performance-based promotion practices were found to have positive effects on the perceived quality of career progress environment, particularly in SFJVCs. However, educational level and age had negative effects on the quality of context factors of career progress in SFJVCs. These results are discussed with reference to differences in corporate culture and HRM practices among the three types of organizations, especially SFJVCs, involving the treatment of employees' age and educational level; in other words, seniority-based HRM practices.

Original languageEnglish
Pages (from-to)750-774
Number of pages25
JournalInternational Journal of Human Resource Management
Volume15
Issue number4-5
Publication statusPublished - 2004 Jun
Externally publishedYes

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Industry
Managers
Factors
Joint ventures
Organizational context
Comparative study
Personnel
Educational level
HRM practices

Keywords

  • In-house training
  • Managerial career progress
  • Performance-based promotion
  • The environment for career progress

ASJC Scopus subject areas

  • Management of Technology and Innovation
  • Strategy and Management

Cite this

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title = "A comparative study of organizational context factors for managerial career progress: Focusing on Chinese state-owned, Sino-foreign joint venture and Japanese corporations",
abstract = "This study investigated to what extent the organizational context for managerial career progress perceived by managers, consisting of (1) the quality of the environment for career progress, (2) performance-based promotion practices and (3) in-house training opportunities, is different in Chinese and Japanese corporations. Also, the effects of corporate size, managers' age, management level and educational level on the perceived career progress environment were examined. MANCOVA results indicated that Japanese managers working for Japanese corporations in Japan enjoy more favourable career progress environment in all three aspects (Wilks' λ = .80, F = 24.70, p < .0005) than Chinese managers in Chinese state-owned corporations (CSOCs) and Sino-foreign joint venture corporations (SFJVCs) in China. However, no meaningful differences were found between CSOCs and SFJVCs with respect to the organizational context for managerial career progress. Regarding the influence of environmental factors, corporate size had a positive effect on all three aspects of the context for career progress. Management level and performance-based promotion practices were found to have positive effects on the perceived quality of career progress environment, particularly in SFJVCs. However, educational level and age had negative effects on the quality of context factors of career progress in SFJVCs. These results are discussed with reference to differences in corporate culture and HRM practices among the three types of organizations, especially SFJVCs, involving the treatment of employees' age and educational level; in other words, seniority-based HRM practices.",
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