Abstract:
This study explores the perceptions of Chinese expatriates working in Pakistan regarding the
similarities and differences in Pakistani and Chinese work practices, GLOBE cultural dimensions
and the challenges faced by Chinese managers to fulfill practice-value gaps perceived between
Pak-China value set and Pakistani work practices. The study uses cross-cultural HRM lens as the
basis of its conceptual framework using cultural self-representation theory and social identity
theory. Data were collected through semi-structured interviews from 16 Chinese managers
working in different Chinese organizations across twin cities of Pakistan. After completing
interview transcriptions, data were analyzed using the qualitative analysis software; NVivo 10.
Findings indicate that Chinese are workaholics and are more professional and punctual in their
approach as compared to Pakistanis. Also, they are result and process oriented and they had a
greater sense of accountability regarding their decisions. In terms of GLOBE cultural
dimensions, Chinese had higher performance orientation and greater uncertainty avoidance as
compared to Pakistanis. Chinese followed a long-term approach while Pakistanis were found to
work on a short-term future orientation. Both Pakistanis and Chinese were high on power
distance dimension. In terms of gender-based task differentiation, individuals belonging to both
nationalities followed a non-discriminatory approach. Chinese had greater in-group and
institutional collectivism. On the other hand, Pakistanis were higher on in-group collectivism as
compared to institutional collectivism orientation. Lastly, there exists a larger gap in Chinese
values versus Pakistani practices as compared to Pakistani values versus Pakistani practices. The
study contributes in establishing amiable relationships between Pakistanis and Chinese as both
need to understand each other’s cultural sensitivities and to adapt themselves accordingly.
Implications have been devised for industry, academia and policy makers.
