CONTENTS
Part I: Cultural Insights into Chinese-African Management
Chapter 1
Introduction
Claude-Hélène Mayer
Chapter 2
Chinese Cultural Concepts and Their Influence on Management
Zhaoyi Liu
Chapter 3
African Cultural Concepts and Their Influence on Management
Samukele Hadebe and Dion Nkomo
Part II: Intercultural Training Cases: Dealing With International Communication, Cooperation and Negotiation
Chapter 4
Case 1: Dealing With Organisational Strategies in the Tanzanian-Chinese Chalinze Water Project
Christian Martin Boness
Chapter 5
Case 2: "Not who I am, not what I mean" Intercultural Communication in Chinese-African Interactions
Fungai B Chigwendere
Chapter 6
Case 3: Dealing With Organisational Structures, Decision-making and Participation in the Zambian Textile Industry Christian Martin Boness, Naiming Wei and Claude-Hélène Mayer
Chapter 7
Case 4: A Negotiation Between Chinese and African Organisations in Namibia
Haiyan Zhang, Chen Ni and Liusheng Wang
Chapter 8
Case 5: How to Make Friends in Rwanda: A Chinese Tea Ceremony
Christian Martin Boness
Part III: Intercultural Training Cases: Entrepreneurship, Management Styles, Language and Identity
Chapter 9
Case 6: Setting Up Small, Medium and Micro Enterprises (SMMES) by Chinese Entrepreneurial Immigrants in Maputo, Mozambique
Mattheus Johannes Louw, Lynette Louw. and Fiona Geyser
Chapter 10
Case 7: Managing a Chinese-Angolan National Housing Project in Angola's Capital, Luanda
Christian Martin Boness, Naiming Wei and Claude-Hélène Mayer
Chapter 11
Case 8: Language, Culture, and Power in the Chinese-South African Telecommunications Sector
June Sun
Chapter 12
Case 9: Transforming Employee Conflicts in a Chinese Construction Firm in Kampala, Uganda
Sidney Muhangi
Part IV: Intercultural Training Cases: International Human Resource Management
Chapter 13
Case 10: Sharing Knowledge in a Sudanese Oil Refinery Through Cultural and Language Trainings
Christian Martin Boness
Chapter 14
Case 11: Working Conditions in a Chinese-Ugandan Communications Company
Christian Martin Boness and Naiming Wei
Chapter 15
Case 12: Managing a Chinese-South African Restaurant in Port Elizabeth, South Africa
Zhaoyi Liu
Part V: Intercultural Training Cases: Management Practices and Employment Relations
Chapter 16
Case 13: Employee Perceptions of a Chinese Heavy Machinery Importing Organisation Operating in Uganda
Lynette Louw, Katherine Burger and Mattheus Johannes Louw
Chapter 17
Case 14: Hiring and Firing in the Chinese-Zimbabwean Mining Industry
Christian Martin Boness
Chapter 18
Case 15: Managing Chinese-Cameroonian Daily Interactions in a Company in Douala, Cameroon
Jocelyne Kenne Kenne
Chapter 19
Case 16: A Cross-cultural Conference in the Mozambique Confucius Institut
About the Author:
Claude-Hélène Mayer is a Professor in Industrial and Organisational Psychology at the University of Johannesburg, South Africa, an Adjunct Professor at the European University Viadrina, Frankfurt (Oder), Germany, and a Senior Research Associate at Rhodes University, South Africa. Her research areas are transcultural management, mental health and well-being, women in leadership, transformation of emotions, shame and psychobiography.
Christian Martin Boness is an Associated Researcher at the Department of Management, Rhodes University, South Africa.
Lynette Louw is the Raymond Ackerman Chair of Management and current Deputy Dean, Faculty of Commerce at Rhodes University, South Africa. Her areas of specialty and research include strategic management, organisational behaviour, and cross-cultural management
