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nizations, and foreign invested organizations, will be involved in the research. This paper chooses these managers based upon the consideration of different economic situations faced by the three typical organizations.

In China, there had seldom private organizations existed before “Open-door” policy was implemented (Naughton, 2007). However, many Chinese went into their own business afterwards, no matter educated ones or non-educated ones. These parts of Chinese organizations represent the traditional management methods in China, although they are affected by foreign culture and value as well (Jaw, Ling, Wang & Chang, 2007). When it comes to the foreign organizations in China, most of the foreign organizations are Western companies. They were referred to capitalism management forms (Guthrie, 2008). How the managers in these three types of organizations in China deal with the current paradoxical value manifests the application of Chinese value. For state owned organizations, they were the only type of organizations in China before the “Open-door” policy. Because of competitions from private organizations and foreign organizations, which entered into the market after 1979, stated owned organizations lost their dominant positions in some markets. However, the state owned organizations still occupy considerable market shares for some markets. Moreover, due to the limitations of entering markets established by the government, in some particular markets such as telecom market, the state owned organizations still hold their dominant positions (Harwit, 2007).

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