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1、ManagementandOrganizationReview2:3345–376doi:10.1111/j.1740-8784.2006.00050.xOrganizationalCultureinChina:AnAnalysisofCultureDimensionsandCultureTypes12AnneS.Tsui,HuiWangandKatherineR.Xin1ArizonaStateUniversity,USA,HongKongUniversityofScienceandTechnology,China,Peking2University,China,andChin
2、aEuropeInternationalBusinessSchool,ChinaABSTRADCTTheeconomicandmarketreformsinChinahavegivenrisetofirmswiththreedistincttypesofownership:state-ownedenterprises,privatedomesticenterprises,andforeign-investedfirms.Thethreestudiesreportedinthispaperaddressedthequestionsofwhetherorganizationalcultu
3、revariesamongfirmswithdifferentownershipstructuresandwhetheritrelatestofirmperformanceoremployeeattitudesasithasbeenobservedinUSfirms.Thefirststudyemployedaninductiveapproachtoidentifyculturedimensionsandfoundfivecommondimensionsacrossthesedifferenttypesoffirms.Inthesecondstudy,wederivedanempirical
4、taxonomyoffourorganizationalculturetypesinvolvingdifferentconfigurationsofthefiveorganizationalculturedimensions,andfoundasystematicrelationshipbetweentheseculturetypesandameasureofperceivedfirmperformance.Thethirdstudyconfirmedtherelationshipbetweenorganizationalculturetypesandmiddlemanagerattit
5、udes.Suggestionsareofferedforfutureresearchbuildingontheorganizationalculturedimensionsandculturetypesintroducedinthesestudies.KEYWORDSChinesecontext,organizationalculture,organizationalcultureconfiguration,organizationalculturetypeINTRODUCTIONOrganizationalculturehaslongbeenregardedasacritica
6、lmeansforfirmstointegrateinternalprocessesandtoadapttoexternalenvironmentalconditions(DenisonandMishra,1995;Schein,1990).Intheextant(primarilyWestern)managementliterature,ithasbeenwellacceptedthatorganizationalcultureisrelatedtoimportantoutcomesatboththeorganizationalandindividuallevels(e.g.,B
7、arney,1986;DenisonandMishra,1995;O’Reillyetal.,1991;Sheridan,1992).ThecurrentstudyanalysedorganizationalcultureinChina,acontextwherefirmsexistwithdifferentownershipstructures(Child,2000;TsuiandLau,2002)andcorrespondingdifferencesinmanagementsy
