Chinese management practices in the New Zealand context: the social behaviour of individuals in business outside one's own cultural environment

Among the dilemmas facing tourism and hospitality development internationally is the requirement for a greater understanding of each other's culture, and how this background of difference affects business between various parties. Many texts and theorists have identified factors aligned to family values that affect the social behavior of individuals when conducting business between Eastern and Western managers. This paper and case study draws upon the relationship and experiences of a segment of Chinese businessmen within the New Zealand hotel, tourism and business sectors. The businessmen were two international “hoteliers” who currently own properties in New Zealand, and also a Chinese investment adviser, who has visited New Zealand representing foreign investors. The feedback to date indicates that research into Chinese management practices within the hospitality industry in New Zealand is very limited, with little access to past research in this field.