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Does Race Influence Executive Compensation In Chinese Firms?, Elizabeth Mahoney
Does Race Influence Executive Compensation In Chinese Firms?, Elizabeth Mahoney
Business and Economics Honors Papers
In this study, we considered the effects of Chinese cultural and political influences on executive compensation in Chinese firms. The chief focus of this study is on whether the race of executives or the racial composition of the compensation committee affects the average compensation of executives, though other factors such as sales, industry, and compensation committee size were also included in the model. Data was collected from Chinese firms listed on the New York Stock Exchange, with data for the companies gathered for the year 2009 and executive salaries collected for the year 2010.
‘Going Through The Mist’: Early Career Transitions Of Chinese Millennial Returnees, Emily T. Porschitz, Chun (Grace) Guo, José Alves
‘Going Through The Mist’: Early Career Transitions Of Chinese Millennial Returnees, Emily T. Porschitz, Chun (Grace) Guo, José Alves
WCBT Faculty Publications
Over the past decade management practitioners have sought to understand the career expectations of the Millennial generation - those born between 1979 and 1994 (Myers and Sadaghiani, 2010) - who are rapidly becoming a dominant force in the global economy. As workers from the Baby Boomer generation move towards retirement, organization leaders are becoming more interested in understanding how to attract and retain millennial employees most effectively (Walmsley, 2007). A large body of research is devoted to uncovering the career expectations of millennial workers, so that practitioners can better understand them. Findings suggest Millennial have high expectations regarding career success …
Is Organisational Commitment Culturally Bound?, Helen Chen, John Murray
Is Organisational Commitment Culturally Bound?, Helen Chen, John Murray
Irish Business Journal
The paper investigates whether organisational commitment is culturally bound. Literature was reviewed on the impact of Hofstede’s four dimensions of culture on organisational commitment. Three hypotheses were put forward in relation to the cultural impact on the three components of organisational commitment: affective, normative and continuance commitment. Data was collected from two branches of an American multinational corporation with operations in China and Ireland. The two cultures were chosen as they demonstrate differences as well as similarities on Hofstede’s dimensions, which provided an opportunity to explore the cultural impact. The results supported two of the hypotheses that Chinese employees have …