2026-09-24T18:16:22Zhttps://openrepository.aut.ac.nz/server/oai/requestoai:openrepository.aut.ac.nz:10292/46082026-06-13T16:42:26Zcom_10292_3col_10292_476
AUT Research Repository
advisor
Littrell, Romie
author
Jin, Xin
2012-09-20T21:05:02Z
2012-09-20T21:05:02Z
2012
https://hdl.handle.net/10292/4608
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
Leadership challenge
China and New Zealand
Starbucks in New Zealand
Chinese leaders
Culture
Leadership challenges faced by Chinese managerial leaders at Starbucks in New Zealand
Thesis
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URL
https://openrepository.aut.ac.nz/bitstreams/06441fdb-b841-4af4-93e4-bde08c8c603e/download
File
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application/pdf
JinX.pdf
URL
https://openrepository.aut.ac.nz/bitstreams/0e3c1285-49a6-4b44-8e9a-3fa5c1a4089d/download
File
MD5
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text/plain
JinX.pdf.txt