Abstract:
The paper reports on a study of International Joint Ventures (IJVs) in China. First, it provides
empirical evidence on how Chinese managers in IJV s are responding to the new work
environment on dimensions of work values in subordinates through comparison with their
state-owned enterprise (SOE) counterparts. Second, it examines how work values influence
the beliefs of managers in terms of trust in their subordinates. Key findings support our
propositions.
