Abstract Phenomenon-based research involves uncovering context-specific mechanisms underlying complex organizational realities and, when applied to Chinese contexts, offers valuable potential to extend and refine global management theories. Drawing on three illustrative studies on person–environment fit (Chuang, Hsu, Wang, & Judge, 2015), CEO humility (Ou, Waldman, & Peterson, 2014), and authoritarian leadership (Huang, Chiu, Lam, & Farh, 2015) respectively, this editorial highlights how each exemplifies different stages in the evolution of theories, from indigenous, middle-range insights to universal, general frameworks. In doing so, it addresses challenges and potential solutions for publishing phenomenon-based Chinese management research in premier journals. Across these cases, several recurring challenges emerge, including difficulties in positioning context-specific findings within existing theoretical frameworks, translating culturally embedded constructs for international audiences, and balancing cultural authenticity with global understanding. The authors also reflect on practical challenges such as building research partnerships and gaining organizational support within Chinese contexts. By comparing experiences across these studies, this editorial offers guidance on how phenomenon-based research can deepen theoretical innovation while maintaining methodological rigor and practical relevance. Lastly, it argues that Chinese management research plays a vital role in advancing universal management knowledge and offers opportunities for future research.
Chuang et al. (Sun,) studied this question.