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"Zweig, David"
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Knowledge hiding in organizations
Despite the efforts to enhance knowledge transfer in organizations, success has been elusive. It is becoming clear that in many instances employees are unwilling to share their knowledge even when organizational practices are designed to facilitate transfer. Consequently, this paper develops and investigates a novel construct, knowledge hiding. We establish that knowledge hiding exists, we distinguish knowledge hiding from related concepts (knowledge hoarding and knowledge sharing), and we develop a multidimensional measure of this construct. We also identify several predictors of knowledge hiding in organizations. The results of three studies, using different methods, suggest that knowledge hiding is comprised of three related factors: evasive hiding, rationalized hiding, and playing dumb. Each of these hiding behaviors is predicted by distrust, yet each also has a different set of interpersonal and organizational predictors. We draw implications for future research on knowledge management.
Journal Article
Competing for talent: China's strategies to reverse the brain drain
In order to sustain its economic growth, China has been pursuing a number of policies aimed at recovering its expatriate brain power by encouraging scholars living abroad to return. While local government authorities compete to recruit returnees, the central Government has introduced various policies to facilitate repatriation and resettlement, including preferential treatment for housing and research, financial benefits (fellowships), better dissemination of information, etc. The author concludes that these efforts have not been in vain, but notes that few of those who have returned have given up particularly successful careers abroad to do so. [PUBLICATION ABSTRACT]
Journal Article
A Photo Essay of a Failed Reform
In mid-1975, Deng Xiaoping, with Mao's blessing, initiated reforms that targeted the negative consequences of the Cultural Revolution. To bolster Deng's effort, Mao endowed him with penultimate authority over the Party, government, and military. However, in late October, Mao turned on Deng, and within five months, Mao and the radicals toppled Deng from power. As a foreign student at Peking University, David Zweig observed and photographed four key points in this historic struggle: (1) the initial establishment of a \"big character poster\" compound at Peking University; (2) emotional mourning for Zhou Enlai in Tiananmen Square following his death: (3) the intensified assault on Deng in February 1976 in the posters at Peking University; and (4) the massive demonstration of support in Tiananmen Square on 3-4 April for the end of Maoist politics.
Journal Article
Can China Bring Back the Best? The Communist Party Organizes China's Search for Talent
For some developing countries, the international flow of their human talent in the recent decade was more of a “reverse brain gain” than a “brain drain.” China, too, joined the group of states whose students, after studying abroad, now found sufficient opportunity and an acceptable quality of life back home to make returning after graduation a reasonable option. Still, China had not succeeded in bringing back the very best scientists and academics. To remedy this problem, the Organization Department of the Chinese Communist Party became actively involved in the recruitment process. The key programme was the “1000 Talents” Plan, introduced in 2008 by Politburo member Li Yuanchao, who had a visionary perspective on reverse migration. This programme has succeeded in bringing back entrepreneurs full time; but it has not attracted the very best of the Chinese scientists and academics who studied and lived overseas to return fulltime.
Journal Article
DEVELOPING A NOMOLOGICAL NETWORK FOR INTERVIEW STRUCTURE: ANTECEDENTS AND CONSEQUENCES OF THE STRUCTURED SELECTION INTERVIEW
A review by Campion, Palmer, and Campion (1997) identified 15 elements of interview structure and made predictions regarding how applicants and interviewers might react to these elements. In this 2‐sample field survey of 812 interviewees and 592 interviewers from over 502 organizations, interview structure was best described by 4 dimensions: (a) Questioning Consistency, (b) Evaluation Standardization, (c) Question Sophistication, and (d) Rapport Building. Interviewers with formal training and those with a selection rather than recruiting focus employed higher levels of interview structure. In addition, reactions to increased structure were mixed. Both higher structure (Question Sophistication) and lower structure (Rapport Building) were positively related to interviewer reactions. Less than 34% of interviewers had any formal interview training. However, interviewers were confident that they could identify the best candidates regardless of the amount of interview structure employed. Applicants reacted negatively to the increased perceived difficulty of structured interviews, but perceptions of procedural justice were not affected by interview structure.
Journal Article
Globalization and Transnational Human Capital: Overseas and Returnee Scholars to China
As societies internationalize, the demand for, and the value of, various goods and services increase. Individuals who possess new ideas, technologies and information that abets globalization become imbued with “transnational human capital,” making them more valuable to these societies. This report looks at this issue from five perspectives. First, it shows that China's education and employment system is now highly internationalized. Secondly, since even Chinese scholars sent by the government rely heavily on foreign funds to complete their studies, China is benefiting from foreign capital invested in the cohort of returnees. Thirdly, the report shows that foreign PhDs are worth more than domestic PhDs in terms of people's perceptions, technology transfer and in their ability to bring benefits to their universities. Finally, returnees in high tech zones, compared to people in the zones who had not been overseas, were more likely to be importing technology and capital, to feel that their skills were in great demand within society, and to be using that technology to target the domestic market.
Journal Article
Bureaucracy, Politics, and Decision Making in Post-Mao China
Using a model of \"fragmented authoritarianism,\" this volume sharpens our view of the inner workings of the Chinese bureaucracy. The contributors' interviews with politically well-placed bureaucrats and scholars, along with documentary and field research, illuminate the bargaining and maneuvering among officials on the national, provincial, and local levels. CONTRIBUTORS: Nina P. Halpern Carol Lee Hamrin David M. Lampton Kenneth G. Lieberthal Melanie Manion Barry Naughton Lynne Paine Jonathan D. Pollack Susan L. Shirk Paul E. Schroeder Andrew G. Walder David Zweig This title is part of UC Press's Voices Revived program, which commemorates University of California Press's mission to seek out and cultivate the brightest minds and give them voice, reach, and impact. Drawing on a backlist dating to 1893, Voices Revived makes high-quality, peer-reviewed scholarship accessible once again using print-on-demand technology. This title was originally published in 1992. Many titles in the Voices Revived program are also newly available as ebooks, offered at a discounted price to support wider access to scholarly work.
eBook
Do Overseas Returnees Excel in the Chinese Labour Market?
Overseas study is a global phenomenon and a major business internationally. But does overseas study pay off? Using data from the 2015 China Household Finance Survey (CHFS), we examine the labour market performance of overseas returnees in China. To obtain more accurate results, we matched each returnee with a local so that the domestic group is as similar as possible to the returnee group. We then conducted empirical analyses of the matched data. We find that compared with domestic postgraduates, returnee postgraduates earn about 20 per cent more annually. Moreover, the salary premiums paid for foreign graduate degrees can be attributed principally to the superior human capital gained from overseas education rather than from any “signalling” effect. Also, returnees with graduate degrees are more likely to enter high-income professions and foreign-funded ventures, and to reach higher positions in those organizations. However, we find no significant differences in income, occupation choices and positions between returnee and local bachelor's degree recipients. As such, we suggest that Chinese students and their families are best served when the students obtain a local undergraduate degree and then go overseas for graduate training.
Journal Article
The cynical subordinate: exploring organizational cynicism, LMX, and loyalty
PurposeAdopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies.Design/methodology/approachStudy 1 utilizes a longitudinal panel design (N = 291) to examine the reciprocal relationships between organizational cynicism and LMX over time. Study 2 (N = 348) positions loyalty as a possible mechanism through which organizational cynicism might impair LMX.FindingsStudy 1 provides evidence for the existence of some reciprocity in the relationships between organizational cynicism and LMX; however, organizational cynicism appears to be a stronger predictor of LMX than the obverse. The results of Study 2 suggest that cynical employees are less loyal to their supervisors, and this cynicism can interfere with the reciprocity process inherent in the creation and maintenance of high-quality social exchanges at work.Originality/valueThis is the first study to examine the relations between organizational cynicism and LMX in a longitudinal design. Additionally, the inclusion of loyalty and demonstration that organizational cynicism impacts loyalty to supervisors negatively represents a novel direction in organizational cynicism research.
Journal Article