Mogu li Srpski i Kineski menadžeri uspešno da sarađuju: kritički osvrt
Can Serbian and Chinese managers have a successful cooperation: a critical analysis

Summary/Abstract: The paper examines to what extent the Chinese and Serbian approaches in doing business differ, with focus on structural features of the management system and ownership. The paper is aimed at overcoming possible difficulties that stem from the differences in the business practices with a view to the statement of the Serbian Government that the People’s Republic of China will play important role in the transformation of our economy as well as the conclusions of the 2014 Belgrade summit of prime ministers of China and Central and Eastern Europe countries. Since Serbian and Chinese business people have been doing business for many years, some difficulties in mutual cooperation are being already experienced. The author focuses her analysis on the phase dynamics of the management process and takes into consideration the business practice that is upon direct influence of culture. Hofstede’s model of cultural differences is employed. The author concludes that although the management practice in China and Serbia has lots of similarities, there are structural differences in business practices as an outcome of national cultural diversity.

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