Analysis of Different Managerial Efficiency and Effect

摘要

Since adopting the open policy, China has witnessed a dramatic increase in the number of international joint ventures in recent years. Consequently, international managers with varied countries' backgrounds have been poured into the nation, which highlightens the phenomenon that the managers with no Chinese mainland backgrounds often manage more efficiently and effectively than those Chinese mainland counterparts. The phenomenon is being hotly discussed, researched, but no rooted causes can be discovered in a scientific way. This paper deplores the phenomenon by a pilot study in Suzhou district based on the competing Values Framework developed by Quinn, et al, and some deep causes have been discovered that Chinese mainland managers manage less effectively than those non-mainland managers because they play fewer management roles in everyday entrepreneur life than those non-mainland counterparts, which calls for our mainland managers to play more roles when they work in an enterprise, otherwise, their management performance and effect will still keep in a wrong track.