A Yin-Yang Model of Organizational Change: The Case of Chengdu Bus Group

Jing, Runtian; Ven, Andrew H. Van de

doi:10.1111/more.12045

Cited by 80 publications

(83 citation statements)

References 31 publications

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“…In other words, the formality-informality link is both conflicting and complementary in all aspects and at all times because, like all pairs of opposite elements, it should be taken as a duality (defined as opposites-in-unity for partial synergy and partial tradeoff, or 相生相克 in Chinese) in need of holistic and dynamic balances. This fundamental insight is rooted in the Yin-Yang balance (Fang, 2012;Jing & Van de Ven, 2014;Li, 2008Li, , 2012aLi, , 2012bLi, , 2014.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Balancing Formality and Informality in Business Exchanges as a Duality: A Comparative Case Study of Returnee and Local Entrepreneurs in China

Lin

Liu

et al. 2015

Manag. Organ. Rev.

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The management paradigms in the West mainly rely on legal contracts and explicit rules (formality), while the management traditions in the East emphasize social relationships and implicit norms (informality). In an era of ‘West-meets-East’, balancing formality and informality is becoming critical for firms, especially those facing institutional differences in transnational contexts and institutional transitions. In this research, we conducted a comparative multicase study on returnee entrepreneurs and local entrepreneurs in China. We found that at the early stage of venturing, returnee entrepreneurs emphasized formality more than informality, while local entrepreneurs stressed informality more than formality. However, the formality-informality balance among both returnee and local entrepreneurs converged over time in line with the institutional transition in China. Returnee entrepreneurs increased the emphasis on informality (but kept the dominant position of formality), whereas local entrepreneurs gradually shifted from informality to formality. The spatial pattern of asymmetrical balancing and the temporal pattern of transitional balancing are both rooted in the Chinese philosophy of Yin-Yang balancing.

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Section: Theoretical Contributionsmentioning

confidence: 99%

Balancing Formality and Informality in Business Exchanges as a Duality: A Comparative Case Study of Returnee and Local Entrepreneurs in China

Lin

Liu

et al. 2015

Manag. Organ. Rev.

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“…As mentioned above, situational momentum is the combined force of internal and external momentums, and a dynamic match between these two parts along with the temporal dimension can afford different conditions of chance favorability. What currently presents as an impossible change may turn out to be possible after change agents take the changing rhythm of future environment into consideration (Jing & Van de Ven, 2014). In the beginning case of GM, one research team's insistence on developing a particular technique weakened over time due to increasing market pressures, presenting a favorable chance to reform the research plan.…”

Section: Three Premises Of the Modelmentioning

confidence: 99%

“…The organizational change process of Chengdu Bus Group (CBG) provides a good example of chance-creating strategy (Jing & Van de Ven, 2014). CBG is a large state-owned enterprise providing public transportation services in the city of Chengdu, in China's southwest province of Sichuan.…”

Section: Proposition 2: When the Situational Momentum Is Currently Unmentioning

confidence: 99%

“…[1] But in reality, a proper chance to change is not always set by managerial intention but by situational momentum, which is defined as the contextual forces enabling organizational change (Jing & Van de Ven, 2014). When organizations become deeply interconnected with external entities, the pace of internal activities tends to be externally controlled (Pfeffer & Salancik, 2003).…”

Section: Introductionmentioning

confidence: 99%

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Toward a Chance Management View of Organizational Change

Jing

Ven

2017

Manag. Organ. Rev.

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Chance serves as the gate to organizational change. Based on a relational view of chance, we propose that in an organizational context, the chance to change is affected by the perceptions of change agents and the affordance of situational momentum, and that different time points of change are associated with different degrees of chance favorability. We develop a theoretical model to represent how change agents can assess the favorability of current and future momentum and how they can benefit from identifying a perceived chance by employing chance grasping, entraining, creating, or riding strategy to promote organizational change. We generate theoretical propositions to illustrate the four timing strategies of chance management. The overall contribution of this study is a chance management view of organizational change that considers change agents and situational momentum as two interdependent factors in the process of managing the chance to change.

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“…As Dao is the universal law (Jing and Van de Ven, 2014), people should follow the principle of Dao (Ma and Tsui, 2015;Lee et al, 2008). Since eons ago, the saints upheld the essence of Dao to govern the world.…”

Section: Dao Philosophy and Human Naturementioning

confidence: 99%

Dao Philosophy and Non-action Management

Yao¹

2017

Proceedings of the International Conference on Transformations and Innovations in Management

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Traditional Chinese philosophy can serve as a rich source of insight for management studies. The aim of this article is to discuss two main aspects of Dao philosophy, non-action management and non-action leadership. The article makes two contributions to knowledge. First, it outlines a conceptual model of non-action management based on Dao De Jing. Second, it provides a conceptual model of non-action leadership based on Laozi's three essentials to supplement the non-action management model. It is argued that the non-action management and non-action leadership model offers new opportunities for management research and practice, as well as contributing to existing leadership theories. The article concludes with a discussion of the practical value of considering Dao philosophy as an underlying approach to management.

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A Yin-Yang Model of Organizational Change: The Case of Chengdu Bus Group

Cited by 80 publications

References 31 publications

Balancing Formality and Informality in Business Exchanges as a Duality: A Comparative Case Study of Returnee and Local Entrepreneurs in China

Balancing Formality and Informality in Business Exchanges as a Duality: A Comparative Case Study of Returnee and Local Entrepreneurs in China

Toward a Chance Management View of Organizational Change

Dao Philosophy and Non-action Management

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