Runtian Jing

A Yin-Yang Model of Organizational Change: The Case of Chengdu Bus Group. 中国阴阳文化视角的组织变革模型: 基于CBG的案例研究

English Abstract The Chinese cultural logics of change offer a rich understanding of organizational change. We address three key aspects of the Chinese yin‐yang view of change: context, process, and actions. A case study of Chengdu Bus Group CBG enables us to develop a conceptual model that examines organizational change in a Chinese indigenous context. The model reflects the key functions of shi (situational momentum, 势), the action strategies of ying‐shi (leveraging momentum, 应势) and zao‐shi (building momentum, 造势), and the dialectics of nonaction (无为). Our findings will help researchers and practitioners better understand organizational change from a unique yin‐yang perspective, and will also contribute general knowledge to process theories of organizational change. Chinese Abstract: 摘要. 中国文化里蕴含的变革逻辑可以为理解组织变革现象提供更加丰富的知识。我们讨论了中国阴阳观念里与变革有关的三个重要问题：变革情境、变革过程和变革行动。通过对成都公交集团（CBG）的案例研究，我们建立起在中国本土化情境下研究组织变革问题的概念模型，该模型强调以下特征：‘势’的重要作用；‘应势’和‘造势’的行动策略；‘无为’的辩证性。以上发现可以帮助研究者和实践者更好地从阴阳视角理解组织变革，并在组织变革的过程理论方面贡献出具有普遍性的知识。

A Yin-Yang Model of Organizational Change

English Abstract The Chinese cultural logics of change offer a rich understanding of organizational change. We address three key aspects of the Chinese yin‐yang view of change: context, process, and actions. A case study of Chengdu Bus Group CBG enables us to develop a conceptual model that examines organizational change in a Chinese indigenous context. The model reflects the key functions of shi (situational momentum, 势), the action strategies of ying‐shi (leveraging momentum, 应势) and zao‐shi (building momentum, 造势), and the dialectics of nonaction (无为). Our findings will help researchers and practitioners better understand organizational change from a unique yin‐yang perspective, and will also contribute general knowledge to process theories of organizational change. Chinese Abstract: 摘要. 中国文化里蕴含的变革逻辑可以为理解组织变革现象提供更加丰富的知识。我们讨论了中国阴阳观念里与变革有关的三个重要问题：变革情境、变革过程和变革行动。通过对成都公交集团（CBG）的案例研究，我们建立起在中国本土化情境下研究组织变革问题的概念模型，该模型强调以下特征：‘势’的重要作用；‘应势’和‘造势’的行动策略；‘无为’的辩证性。以上发现可以帮助研究者和实践者更好地从阴阳视角理解组织变革，并在组织变革的过程理论方面贡献出具有普遍性的知识。

Values versus Regulations: How Culture Plays Its Role

This study examines the impact of culture on regulation and corruption. Our empirical results suggest that cultural values have significant effects on countries’ regulatory policies, levels of corruption, and economic development. Contrary to the conclusions drawn by others, this study shows no significant relationship between the regulatory policies of countries and their perceived levels of corruption. Thus, evidence of the public choice view toward entry regulation derived in related studies seems to be at least attenuated.

Transformation of State‐owned Enterprises in China: A Strategic Action Model ( 中国国有企业改制：一个战略行动模型 )

Transformation is a vital challenge for Chinese state‐owned enterprises (SOEs) and their top managers. To explore this increasingly important topic, we first summarize the institutional context of SOE transformation and the conflicting interests and interdependent relationships of six major actors as inside/outside stakeholders. Based on the strategic action view of institutional analysis, we emphasize the role of the change agents level of aspiration and political skills in transforming an SOE. Then, through inductive case studies on the transformation of three SOEs, we address how top managers, acting as change agents, can initiate and engage in institutional change through strategic actions such as negotiation, manipulation, and coercion; we also illustrate how they adopt different actions to influence different actors. Based on the inductive results, we develop a theoretical model, which we refer to as the ‘strategic action model’ that shows how the aspiration level, political skills, strategic actions, and change outcomes interrelate and offer insights into the strategic action of top managers as change agents. Our most important contribution is revealing the interplay between the proactive role of inside actors as change agents and the enabling condition of institutional context.摘要. 改制是中国国有企业及其高层管理者面临的重要挑战。为了探究这个愈来愈重要的问题，我们首先总结了国有企业改制的制度情境，以及六个主要内外部利益相关者之间的冲突利益和相互依赖关系。基于战略行动视角的制度分析，我们强调变革推动者的抱负水平和政治技能在国企改制中的作用。然后，通过对三个国企改制的归纳性案例研究，我们指出高层管理者作为变革推动者，如何通过谈判、操纵和强制等战略行动，发起和深化制度变革；我们也分析了他们如何采用不同策略来影响不同行动者。基于这些归纳结果，我们开发了一个理论模型，即所谓的“战略行动模型”，用以表征抱负水平、政治技能、战略行动和变革结果之间的相互关系，进而指明高层管理者作为变革推动者的战略行动。我们最重要的贡献在于，揭示内部行动者作为变革推动者所扮演的主动性角色和制度情境所具有的诱发性条件之间的相互作用。

Transformation of State-owned Enterprises in China: A Strategic Action Model

Transformation is a vital challenge for Chinese state-owned enterprises (SOEs) and their top managers. To explore this increasingly important topic, we first summarize the institutional context of SOE transformation and the conflicting interests and interdependent relationships of six major actors as inside/outside stakeholders. Based on the strategic action view of institutional analysis, we emphasize the role of the change agents level of aspiration and political skills in transforming an SOE. Then, through inductive case studies on the transformation of three SOEs, we address how top managers, acting as change agents, can initiate and engage in institutional change through strategic actions such as negotiation, manipulation, and coercion; we also illustrate how they adopt different actions to influence different actors. Based on the inductive results, we develop a theoretical model, which we refer to as the ‘strategic action model’ that shows how the aspiration level, political skills, strategic actions, and change outcomes interrelate and offer insights into the strategic action of top managers as change agents. Our most important contribution is revealing the interplay between the proactive role of inside actors as change agents and the enabling condition of institutional context.

Being versus becoming ontology of paradox management

Purpose The purpose of this paper is to discuss the theoretical contribution of Li’s (2016) “Yin-Yang balancing” approach of paradox management, as well as its future development to guide paradox management research across the east and west contexts. Design/methodology/approach It begins by recognizing the importance of paradox management research, especially the indigenous epistemological approach as Li (2016) has followed. The authors take “being” and “becoming” ontology toward social reality as the basic premise in this commentary, and summarize the knowledge that the study has contributed to existing literature. Findings The “Yin-Yang balancing” approach can extend the knowledge about paradox management phenomena at least from four aspects: the “either/and” frame to view a paradox system, the importance of “seed” or “threshold” in defining moderate rather than extreme groups, duality map as a novel tool for paradox management, and comparison of being and becoming ontology. Originality/value Based on the comparison of “being” and “becoming” ontological view, the authors suggest to further develop this “Yin-Yang balancing” approach by emphasizing the following issues: eastern culture does not have exclusive ownership of the “becoming” ontology toward the world, elaboration of alternative theoretical explanation to win out the identity approach about organizational existence, the linkage between the “Yin-Yang balancing” epistemological system and process research method, and boundary condition of the “Yin-Yang balancing” approach.

Creating and Legitimating a New Social Organizational Form: A Stage and Temporal Model

An increasing body of research has applied an institutional perspective to understand actors’ responses to conflicting institutional logics and the creation process of new organizational forms. Alt...

Which works better: public choice or social choice?

The sub-prime crisis has rejuvenated a public dialogue about the regulation of financial systems. This paper examines the impact of culture on the regulation of bank entry. Based on data from 53 countries, the papers empirical estimations are inconsistent with the prediction of ‘public choice theory’, while supporting the ‘social choice view’ that cultural value has significant influence on regulatory policy and bank performance. The estimated structural model also suggests that social context can affect the formulation of cultural values across countries.