Zou, Xun Long2011-06-242011-06-242011-06-24http://hdl.handle.net/10539/10231MBA - WBSOvertime culture is very common in Chinese enterprises and also become a means for employer to measure staff loyalty and dedication. Also overtime greatly enhanced enterprise internal cohesiveness and operating performance, increase enterprises competitiveness. With the development of globalization, more and more Chinese Enterprises went abroad and established subsidiary companies or joint ventures overseas. When Chinese enterprises go abroad, they also want to keep its overtime culture within local company to improve its working efficiency and competitiveness. This study investigates if Chinese overtime culture is applicable in a Chinese enterprise based in South Africa. This study used a qualitative research approach and a case study methodology, and conducted semi-structured interviews, by using a uniform interview schedule. Twenty four staffs from Huawei Technologies SA were interviewed. Besides semi-structured interviews, a literature review was also used to obtain secondary data in order to fill the gaps and the limitations of the interviews. The study disclosed sixteen factors that make implementation of Chinese overtime culture in South Africa difficult. It also found that there are another fifteen factors that can make possible to implement Chinese overtime culture in South Africa. The study also discussed five main issues concerning the overtime. The research makes ten recommendations to have successful establishment of Chinese overtime culture in Huawei Technologies SA, and finally identified potential areas for further researchenOvertimeBusinesses, ChineseWork ethicThesis