This symposium explores Chinese people-management as an academic subject, looking at where it is currently going and the likely direction of its progress. In particular, it considers whether there is a dominant ‘paradigm’ in the field and whether there might be a new one in the making.This book was originally published as a special issue of the International Journal of HRM.

1. Introduction: Whither Chinese HRM? Paradigms, models and theories M. Warner 2. Paternalistic and transactional HRM: the nature and transformation of HRM in contemporary China C.J. Zhu, M. Zhang and J. Shen 3. When Western HRM constructs meet Chinese contexts: validating the pluralistic structures of human resource management systems in China Y. Zhou, X.-Y. Liu and Y. Hong 4. CEO background and the adoption of Western-style human resource practices in China K.A. Frear, Y. Cao and W. Zhao 5. Does HRM facilitate employee creativity and organizational innovation? A study of Chinese firms J. Jiang, S. Wang and S. Zhao 6. Examining the mechanisms linking guanxi, norms and knowledge sharing: the mediating roles of trust in Taiwan’s high-tech firms H.-K. Wang, J.-F. Tseng and Y.-F. Yen 7. Developing a charismatic leadership model for Chinese organizations: the mediating role of loyalty to supervisors M. Wu and J. Wang 8. Transformational leadership in crisis situations: evidence from the People’s Republic of China Z. Zhang, M. Jia and L. Gu 9. Mentorship quality and protégés’ work-to-family positive spillover, career satisfaction and voice behavior in China J. Liu, H.K. Kwan and Y. Mao 10. Job security and justice: predicting employees’ trust in Chinese international joint ventures Y.-T. Wong 11. Organizational citizenship behavior in Chinese society: a reexamination H. Zhao, J. Wu, J.-M. Sun and C.W. Chen 12. ‘National’ identity, perceived fairness and organizational commitment in a Hong Kong context: a test of mediation effects K. Ehrhardt, M. Shaffer, W.C.K. Chiu and D.M. Luk