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Abstract
Since 1979, the People's Republic of China (PRC) has made tremendous economic progress. As a result, China and its management practices have received increasing research attention. Human resource management practices in China have been extensively explored elsewhere. Unfortunately, little research has dealt with the concept of hierarchical role motivation theory; its main construct, motivation to manage; and its potential implications for strategic human resource practices in the PRC. The study reported here is an attempt to fill this void.