On an offshore island of Kinmen, where intensive artillery fire from across the Strait had rained and there remains a sharp look of place of battle, was stationed by troops of nearly a hundred thousand men at a beginning stage. Owing to the commodity and monetary control by the Government, more commodities were needed than supplied, and the commodity prices were set by vendors freely; that was an incentive strong enough for almost every local house to become a shop. Each of those small shops was individually run by a family. Then, after the number of troops became smaller and smaller in the context of mitigated political tension across the Strait after the lift of martial law, tourists follow. They keep coming to see this place that was once a battlefield and to feel the local culture shaped by and survives warfare.There are many enterprises from Taiwan introducing modern business modes to Kinmen, and impact these shops are operation with traditional way. The owners of the local traditional enterprises run predominantly in paternalistic style of leadership, including leading by kindness, by moral and by authoritarianism. We thus conducted questionnaire survey, targeting the businesses in Kinmen, also employed secondary data gathering, to investigate the paternalistic style of leadership in the small and medium businesses there. The findings hereof will assist Kinmen’s business leaders in making their decisions in leadership and serve as references in increasing business performances.
Mei-Chen Yeh, National Quemoy University, Taiwan
Neng-Huei Lee, National Quemoy University, Taiwan
Chao-Ling Chen, National Quemoy University, Taiwan
Yan-Hui Xu, National Quemoy University, Taiwan
Stream: Economics and Management
This paper is part of the ACSS2017 Conference Proceedings (View)
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