Female leadership in contemporary Chinese family firms

Chen, S., Fang, H. C., Mackenzie, N. G. , Carter, S. , Chen, L. and Wu, B. (2018) Female leadership in contemporary Chinese family firms. Asia Pacific Journal of Management, 35(1), pp. 181-211. (doi: 10.1007/s10490-017-9515-2)

188155.pdf - Accepted Version



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.

Item Type:Articles
Additional Information:This work was supported by the National Natural Science Foundation of China (Nos. 71272172, 71302059), the K. C. Wong Magna Fund in Ningbo University, the Provincial Natural Science Foundation of Fujian (No. 2016 J01335), and the Provincial Social Sciences Planning of Fujian (No. FJ2015C113)
Glasgow Author(s) Enlighten ID:Carter, Professor Sara and Mackenzie, Professor Niall
Authors: Chen, S., Fang, H. C., Mackenzie, N. G., Carter, S., Chen, L., and Wu, B.
College/School:College of Social Sciences > Adam Smith Business School > Management
College of Social Sciences
Journal Name:Asia Pacific Journal of Management
ISSN (Online):1572-9958
Published Online:10 May 2017
Copyright Holders:Copyright © 2017 Springer Science+Business Media New York
First Published:First published in Asia Pacific Journal of Management 35(1):181-211
Publisher Policy:Reproduced in accordance with the copyright policy of the publisher

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