To what extent does management style change after a Chinese company takes over a British company and what are the effects?

The entrance of China into the global market had large impacts for all businesses within the United Kingdom. Emerging economies, such as China, India, and Brazil, had significantly changed the market context of the United Kingdom. The growth of global business has been reflected by the rapid expansion of companies not only from the developed countries, but also from the emerging countries. With the intention of generating resources, seeking markets as well as improving efficiencies, more and more developing countries seek opportunities to enter the market of developed countries. The aim of this research is to look into to what extent the takeover by Chinese company affected a British company in the management, and what the effects are. As a result, the researcher needs to know from inside of the company to explore what changes occurred. As a result, a quantitative research approach tended to be difficult to perform under this situation since it is difficult to determine the sample. A semi-structured interview was selected as the method of data collection. 6 managers from three companies from Britain and China were selected. The interview has duration between 10 minutes to 30 minutes. Thematic analysis was deployed for the data analysis. The findings suggested that the differences of management style were rooted in the different values of Western and Eastern styles. Furthermore, it appeared that both team could work well within the environment. In addition, with the globalization, people are more used to work with people from other cultural backgrounds. It thus reduced the conflicts of cultural issues. Nevertheless, misunderstandings and stereotypes still exist. To work out the labels and stereotypes, for sure, more communication and information from culture to culture will be necessary