Female leadership in contemporary Chinese family firms: a case study

Shihui Chen, Hanqing Chevy Fang, Niall G. MacKenzie, Sara Carter, Ling Chen, Bingde Wu

Research output: Contribution to journalArticle

3 Citations (Scopus)
114 Downloads (Pure)

Abstract

Drawing on a case study of a three-generation family business, this paper explores the antecedents and consequences of female leadership in contemporary Chinese family business. Our findings suggest that institutional change in contemporary China affects the role of female family members in the family system, which eventually gave rise to female leadership in China's family businesses. We also propose that in comparison to male leadership, female leadership in Chinese family business is more concerned with balancing work-family conflict; more dependent upon the family's endowment of resources; and more likely to favor a participative (rather than authoritative) decision-making style.
Original languageEnglish
Pages (from-to)181-211
Number of pages30
JournalAsia Pacific Journal of Management
Volume35
Issue number1
Early online date10 May 2017
DOIs
Publication statusPublished - 1 Mar 2018

Keywords

  • family business in China
  • female leadership
  • institutional change
  • case study

Cite this