dc.contributor.advisor Littrell, Romie
dc.contributor.author Jin, Xin
dc.date.accessioned 2012-09-20T21:05:02Z
dc.date.available 2012-09-20T21:05:02Z
dc.date.copyright 2012
dc.date.created 2012
dc.date.issued 2012-09-21
dc.identifier.uri http://hdl.handle.net/10292/4608
dc.description.abstract Since 1990s, the past two decades changes every year, New Zealand has experienced transition from a centralised and highly regulated economy to an economy that’s open, rapidly changing, and has less intervention by government. Due to the climate of liberalisation there has been an increasing trend of inward immigration, especially from China (New Zealand Statistics, 2006). The Free Trade Agreement between New Zealand and China will tend to lead to more Chinese managers coming to New Zealand to pursue leadership roles. They are of course facing huge cross-cultural leadership challenges(House & Aditya, 1997). This study begins with reviewing comprehensive leadership theories and the GLOBE project findings on New Zealand and China, and discussing the main challenges faced by Chinese managerial leaders at Starbucks in New Zealand based on qualitative interviews. Three significant challenges that Chinese managers face in New Zealand are outlined and discussed, which are cultural difference, effective leadership, and work force diversity. en_NZ
dc.language.iso en en_NZ
dc.publisher Auckland University of Technology
dc.subject Leadership challenge en_NZ
dc.subject China and New Zealand en_NZ
dc.subject Starbucks in New Zealand en_NZ
dc.subject Chinese leaders en_NZ
dc.subject Culture en_NZ
dc.title Leadership challenges faced by Chinese managerial leaders at Starbucks in New Zealand en_NZ
dc.type Thesis
thesis.degree.grantor Auckland University of Technology
thesis.degree.level Masters Dissertations
thesis.degree.name Master of Business en_NZ
dc.rights.accessrights OpenAccess
dc.date.updated 2012-09-20T07:05:58Z

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