Search results

Grounded in Yijing, the wellspring of Chinese philosophies, this research aims to propose a novel interpretation of the indigenous Yin-Yang harmony cognitive framework, and to elaborate on how to use it as a meta-theorising tool to characterise the conflicting yet complementary dynamics of strategy, commonly seen as the prominent feature of Chinese strategic thinking.

Using the Yin-Yang harmony approach (i.e. Yin as the endogenous factors and Yang the exogenous factors), the authors first put forward eight paradoxical situations facing Chinese organisations as per the changing paradigm of Yijing. Then the authors use the thick description model as a roadmap to identify three evolving trajectories in Chinese higher education (HE) system. Finally, they raise four strategic propositions regarding how competing HE institutes handle the conflicting yet complementary dynamics in China.

Results show that the main strategic choices used by two different types of higher education institutes to cope with the current high-level uncertainty and competition could be described in terms of the two “Qian” and “Li” strategic situations, respectively. More details are discussed in the four propositions.

This research brings potentially valuable implications for global regulators, policymakers, providers and other stakeholders through better understanding of HE-related issues, as well as certain distinct conceptual complexities in terms of developing strategies in China. It implies potentially significant differences in cognition between East and West, and illustrates what may be their workings.

This indigenous eight-dimensional paradigm demonstrates the conflicting yet complementary dynamic gestalt of organisational strategic choices that may only be realised in Chinese terms, and that cannot be elucidated by theories purely derived from Western experience. It thus can foster the transfer of understanding between the East and West and open a new chapter for future research.

The purpose of this paper is to locate the concept of competitive productivity (CP) within a general theory of societal progress and include new thinking on the challenge of obstacles to be met at certain stages.

The approach is to review the key literature dealing with economic growth and rising societal achievement and to refine out concepts that offer understanding of the dynamics commonly involved, taking illustrative examples from different societies and seeking overall common denominators that appear within the historical processes.

New understandings of societal progress, using complex adaptive systems theory applied to cities and industrial districts, indicate that two forces are at work to release new positive forms of energy into society. Economies of scale work via the laws of fractal geometry to yield sublinear growth of energy. More intense social interaction works within the core of the society in a different way to yield superlinear growth. These two forms of energy release can feed off each other beneficially in conditions where, as with CP, the forces of competition can work with forces driving efficiency, in conditions where societal order can be supported by appropriate cultural norms.

A wide literature across several disciplines is brought to bear on the very complex question. Some of the theories are new but very well anchored. It is consequently possible to suggest a pattern of multi-determinants able to match the reality and to foster nuanced comprehensive analysis.

Impacts on policy of foreign direct investment and joint venture management.

Emphasis on the roles of societal virtues in establishing the cooperativeness needed for CP.

Few studies bring together so many disciplinary perspectives into a complete argument.

The purpose of this paper is twofold: first, to consider the proposal by Peter Li about developing an inclusive research paradigm bringing together eastern and western research approaches; and second, to make a proposal for a division of labor in this endeavor.

Literature review and consideration of opposing intellectual traditions and their origins.

If the western approach was to deal with structures and institutions, and the eastern approach was to deal with process, then some progress might be possible toward a valuable fusion. But there may be sociological as well as intellectual reasons why this would be difficult.

As it is a commentary there are no specific limitations except for what can be covered in the space available.

If the proposal can be made to bear fruit the chances of much greater East-West collaboration in research are higher.

The reduction of friction and non-cooperation between intellectual traditions.

The “process” suggestion is new in this form.

Recognising interest in the nascent “rise of China”, the purpose of this paper is to engage with the normative social science approach to comparative management, positing that it is inadequate for an enlightened view of the Chinese subject.

This paper presents a critical appraisal of extant literature, specifically Redding's The Spirit of Chinese Capitalism, by drawing resources from Fabian's epistemological critique of anthropology and Levinas' ethics to replace ontology as first philosophy, and by reference to historical studies on China's economic culture and its language.

Attention is drawn to how Redding's research subject is made an object of knowledge. In the objectification process, the subject's continuity is interrupted, its voice deprived, and its capacity for dialogue denied. This is evident in Redding's framework for analysis. Indeed, his Weberian social science template manifests a certain “imperialism of the same” and is symptomatic of much in comparative management regarding non‐western subjects. After critique, this essay then explores a supplement to Redding.

The paper proposes three principles for finding one's way out of objectification: ethics before “knowledge”, justice before “power”, and dialogue before “vision”.

The paper contributes to discourse on how comparative management must transcend its imperial social science legacy before it can find a just footing, and be born again.

In a presidential speech to the annual conference of the Academy of Management in Seattle, Professor Lyman Porter took as his theme the progress of work in Organizational Behaviour, and noted the long time‐gap between the discovery of ideas in Organizational Behaviour and their application in Organization Development. With some ideas, twenty years have elapsed between their original discovery and the ability to apply them to real‐life situations.

Practising managers, particularly those in charge of large numbers of people in one work unit, such as a factory or a department store, are accustomed to talk about ‘morale’ as an important aspect of their work. It is often held to be the thing that makes the difference between high and low productivity. A manager who can create this sense of belonging and commitment among his staff tends to be highly valued, and visiting superiors often develop sensitive antennae for detecting the ‘atmosphere’ in a work situation — expressed in the way people behave towards each other, to their bosses, to customers, and in the attitude with which they carry out the basic operations of their work.

This monograph reports and compares “desirable” leadership traits, and leadership traits actual exhibited by managers and supervisors as defined by responses on the original English and a Chinese language translation of the Ohio State University leadership behaviour description questionnaire XII (LBDQ XII). From anecdotal evidence and personal experience, the researcher found considerable difficulty in transferring research results from Hong Kong, Taiwan and Singapore to useful practice in the interior of China and performed this study in an attempt to gain understanding for management training courses. Data was collected for 220 managers and supervisors in two hotels in the interior of China. Both expatriate and indigenous Chinese managers were included. All supervisors were Chinese. A significant (p < 0.05) difference between Chinese and non‐Chinese expatriates was observed for factor: Tolerance of Freedom, interestingly, with the Chinese managers indicating more tolerance of freedom than the expatriate managers. Nonetheless, Chinese supervisors believed the ideal manager should be even more tolerant of freedom than their managers (p < 0.01).

This study assessed the relevance of Vroom’s expectancy motivational framework in a cross-cultural context. Differences in attitudes for task investment, preferences for work related achievements, and the reward potential of outcomes was assessedwith Australians and Malaysians who were employed in similar work contexts of the beauty care industry. Reasons why the Australian employees reported significantly higher job motivation than the Malaysian respondents were identified by examining the three main components of expectancy, instrumentality and valence, of Vroom’s framework. The study findings are discussed in terms of the implications they have for the necessary organizational development with Australians and Malaysians who were employed in similar work contexts of the beauty care industry. Reasons why the Australian employees reported significantly higher job motivation than the Malaysian respondents were identified by examining the three main components of expectancy, instrumentality and valence, of Vroom's framework. The study findings are discussed in terms of the implications they have for the necessary organizational development of businesses in the competitive Asia-Pacific region.

The purpose of this paper is to provide a comparative review and analysis of peer‐reviewed journal articles on overseas Chinese family businesses.

Journal articles were selected from relevant sources and broadly analyzed by research area, type of research (theoretical or empirical), geographical coverage, and method (quantitative or qualitative). The main themes of changes and continuity were identified and summarized.

The literature suggests that overseas Chinese family firms around the diaspora are beginning to differ from one nation to another. At the same time, the literature suggests the continuity of the challenge of the forces of globalization on overseas Chinese family firms and the need for these firms to learn to adapt and compete.

The findings suggest that future research would need to pay more attention to differences between overseas Chinese family businesses from one country to another.

This paper provides a novel comparative analytical review and summary of the literature on overseas Chinese family businesses in peer‐reviewed journals. It is useful for scholars who are new to the area.

For the West, the opening up of China has raised the prospect of a vast market for a range of goods and services and their associated technologies. For the interested observer, it has provided an opportunity to obtain answers to issues which, since 1949, have been a source of constant speculation. China, coping with one in four of the world's population and organised according to a unique political experience, can hardly fail to stimulate interest and curiosity. The open‐door policy, whilst undoubtedly providing answers to many questions, has also raised many more which show the degree of difference between East and West, indicating the efforts in understanding that will have to be made by anyone wishing to establish relations with the Chinese. A recent publication on Trade with China began with the following sobering comment: