| Abstract: | This is a paper which reviews and discusses the implications of Chinese value systems for managerial behaviour in Taiwan. With a central assumption that managerial behaviour and styles are largely shaped by the values and normative systems of senior members of corporate management, a study of 43 industrial firms in Taiwan investigating their organisational structure and the managerial assumptions, values and other socio-demographical features of their senior managers was conducted. The results of the research lead to the construction of a typology of four managerial patterns in Taiwan today, viz. the ‘grass-roots’ type, the ‘Mainlander’ type, the ‘specialist’ type and the ‘transitional’ type. While the ‘transitional’ type is more or less by definition ‘transient’, a tendency is postulated by the authors for both the ‘grass-roots’ and ‘Mainlander’ types to move gradually to converge with the ‘specialist’ type which will become increasingly widespread in Taiwan. |
