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Managerial motivation in China: replication and extension of miner’s hierarchical role motivation theory

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Abstract

We examined and extended the applicability of Miner’s hierarchical role motivation theory in China. Previous research in China indicates that motivation to manage rises with position level and is minimally higher in for-profit than non-profit organizations (Chen et al. 1997; Ebrahimi 1999; Miner et al. 1991) To further examine the applicability of this theory in China, we conducted a replication study of these research using new data. A closer examination of data collected from managers in the People’s Republic of China (PRC) reaffirms the results obtained in previous studies. We found positive relationships between motivation to manage and performance measures. Overall, motivation to manage and its main construct Miner Sentence Completion Scale-Form H (for hierarchic) appear to be applicable in Chinese hierarchical organizations.

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Funding

Funding for conducting this research was provided by Hong Kong Government Research Grants Council, Competitive Faculty Research Grant to the first author.

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  1. Daniels College of Business, University of Denver, Denver, Colorado, USA

    Bahman Paul Ebrahimi

  2. Jacksonville, Florida, USA

    Sandra A. Young

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  1. Bahman Paul Ebrahimi
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Ebrahimi, B.P., Young, S.A. Managerial motivation in China: replication and extension of miner’s hierarchical role motivation theory. Manag Rev Q 73, 91–112 (2023). https://doi.org/10.1007/s11301-021-00232-x

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