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• Case | HBS Case Collection | 2013 (Revised from original 2013 version)

  Transitions Asia: Managing Across Cultures

  Roy Y.J. Chua and Dawn H. Lau

  The director of an interim executive search firm, Chee Lung Tham, faced a clash of culture and management styles when his mainland Chinese client threatened to fire the American interim manager that Tham had assigned. The client, Wong Lung, ran a family-owned garment manufacturing business along with his younger brother, as well as his two overseas-educated children. While Wong needed the American manager's technology expertise, his own brother and his team of middle managers were showing resistance to the new changes. Meanwhile, the American manager found himself caught in the web of family and company politics, and completing his assignment without the cooperation of the middle management was impossible. How should Tham approach the conflict and bring all sides into a productive working relationship?

  Keywords: China; family business; Cross-cultural Management; Management Style; Conflict Management; Family Business; Cross-Cultural and Cross-Border Issues; Service Industry; China;

  Citation:

  Chua, Roy Y.J., and Dawn H. Lau. "Transitions Asia: Managing Across Cultures." Harvard Business School Case 413-099, May 2013. (Revised from original April 2013 version.)

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• Article | Organizational Behavior and Human Decision Processes | July 2012

  Collaborating Across Cultures: Cultural Metacognition and Affect-Based Trust in Creative Collaboration

  Roy Y.J. Chua, Michael W. Morris and Shira Mor

  We propose that managers' awareness of their own and others' cultural assumptions (cultural metacognition) enables them to develop affect-based trust in their relationships with people from different cultures, enabling creative collaboration. Study 1, a multi-rater assessment of managerial performance, found that managers higher in metacognitive cultural intelligence (CQ) were rated as more effective in intercultural creative collaboration by managers from other cultures. Study 2, a social network survey, found that managers lower in metacognitive CQ engaged in less sharing of new ideas in their intercultural ties but not intracultural ties. Study 3 required participants to work collaboratively with a non-acquaintance from another culture and found that higher metacognitive CQ engendered greater idea sharing and creative performance, so long as they were allowed a personal conversation prior to the task. The effects of metacognitive CQ in enhancing creative collaboration were mediated by affect-based trust in Studies 2 and 3.

  Keywords: Management; Cross-Cultural and Cross-Border Issues; Relationships; Trust; Social and Collaborative Networks; Creativity;

  Citation:

  Chua, Roy Y.J., Michael W. Morris, and Shira Mor. "Collaborating Across Cultures: Cultural Metacognition and Affect-Based Trust in Creative Collaboration." Organizational Behavior and Human Decision Processes 118, no. 2 (July 2012): 116–131.

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• Article | MIT Sloan Management Review | Summer 2012

  Building Effective Business Relationships in China

  Roy Y.J. Chua

  Keywords: China; China;

  Citation:

  Chua, Roy Y.J. "Building Effective Business Relationships in China." MIT Sloan Management Review 53, no. 4 (Summer 2012).

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