Vertical and Horizontal Behavior in Organizations - China and South Korea Compared

Abstract This paper uses survey data from China and South Korea to describe and explain similarities and differences between Chinese and Koreans in organizational behavior. Chinese and Koreans share with each other: (1) seeing class background and seniority as the least important qualifications for leaders; (2) being ready to answer calls from leaders; (3) hesitating to take harsh measures toward unqualified employees; (4) being willing to help co-workers while resisting negative influences from them; and (5) viewing diligence and performance as the most important and seniority as the least important criterion for promotion. They differ in: (1) the image of the ideal leader, that of the Chinese being knowledgeable, resolute and taking care of workers whereas the Korean ideal is one who is fair and has good outside relations and judgement; (2) the readiness to answer calls from leaders, the Chinese being more ready to do so; (3) the concrete measures taken toward lazy co-workers, the Chinese offering more lip services and less substantive help; (4) the way to resolve differences with co-workers, the Chinese preferring to evade or ask leaders to mediate them; and (5) the relative importance of mutual help and collegial relations in promotions. The above similarities are explained in terms of the common origin and evolutional process of East Asian culture and society, the common features of modem production, and the common concerns of human beings in life and work. The differences, on the other hand, are traced to the relative lack of diplomatic and civil contracts between the two peoples since the Korean War as well as the different social systems adopted, different alliances forged with other nations in the world, and different levels of development achieved by the two countries.