Though Chinese Americans soon earned a reputation for being talented, diligent workers, they were viewed as shunning power, uninterested in management. Many considered this perception about Chinese Americans more of an impediment to career advancement than outright anti-Chinese racism, and they resolved first to document it and then to address its inequitable consequences.

In the 1970s, a group of Chinese Americans and other minorities conducted an in-house study at Bell Labs that concluded that Asian American employees were grossly underrepresented in management. And the few Asian American managers working at Bell Labs tended to occupy the lower rungs of the corporate ladder. As a consequence, the group organized Asian Americans for Affirmative Action, also known as “4-A,” to try to improve their representation within the company’s highest ranks.

When the study’s results were released, some white managers expressed genuine surprise that Chinese and Asian American employees wanted executive positions. According to Carl Hsu, one of the founders of 4-A and now a vice president at Lucent, many white managers had simply assumed that Asian Americans were content to perform technical work and harbored no aspirations whatsoever to rise within the organization.

(Chang 307-308)