Confucian business model canvas in the Asia Pacific: a Yin-Yang harmony cognition to value creation and innovation

Chin, Tachia; Shi, Yi; Rowley, Chris; Meng, Jian

doi:10.1080/13602381.2020.1795481

Cited by 51 publications

(65 citation statements)

References 43 publications

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“…Given that multiple cultures converge in the Asia-Pacific region, it was already difficult for BMs to create value in such a context of institutional complexity where the differences in cultural values serve as an invisible substratum justifying the interactions of different institutional and social norms underlying the formation of BMs (Chin et al, 2020b). The COVID-19 pandemic has exacerbated cross-cultural tensions due to different systems of value and ethics in countries.…”

Section: The Role Of Culture In Bm Innovation: a Contingent Variable Or A Driver?mentioning

confidence: 99%

“…Echoing the foregoing arguments, evidence indicates that the rationale for stimulating context-specific innovation to create value by Asia-Pacific BMs is largely determined by the dynamic and constant interactions between the influence of local bureaucratic systems and the focal firm's entrepreneurship, which, as may easily be imagined, must embody indigenous cultural norms, values and beliefs (Chin et al 2020b). Nevertheless, given the encounter of multiple cultures with plural and even conflicting norms and values, the collision of cultures has often occurred and will continue to occur even more frequently.…”

Section: Introductionmentioning

confidence: 99%

“…Although a significant role that culture plays in forming and implementing BMs has been identified (Chin et al 2020b), the dominant BM research agenda is still mainly driven by western and universalist assumptions, while culture-related issues have not been clearly addressed in the literature. In order to fill this knowledge void, scholars have called for the development of context-specific theories to illuminate how Oriental cultures enhance or constrain value creation and innovation in Asia-Pacific BMs, especially Chinese ones.…”

Section: Introductionmentioning

confidence: 99%

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Business models in the Asia-Pacific: dynamic balancing of multiple cultures, innovation and value creation

Chin

Rowley

et al. 2021

Asia Pacific Business Review

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Owing to the convergence of multiple cultures coupled with the unprecedented rapid development in the decades since the late 1990s, the value creation and innovation logic of Asia-Pacific business models (BMs) has been constantly altered by cultural heterogeneity and thus, have evolved into a more complex and diverse landscape relative to Western developed-economy BMs. Given that relevant issues remain under-researched, the main purpose of our collection is to fill this gap. We provide new insights into identifying, exploring and rationalizing the indigenous innovation ecosystems and unorthodox value-creating logic of BMs emerging from the Greater China territory. Moreover, whereas the COVID-19 crisis has fundamentally changed the way people do business along with the lockdowns followed by some forms of de-globalization; it is expected to see a new wave of BM evolution. We, thus, outline three promising and nascent pathways for future efforts departing from a cultural view to explore the value logic of BMs and BM innovation within the Asia-Pacific region in the post-COVID-19 era:(1) the role of culture in BM innovation; (2) new ways of creating the knowledge and managing knowledge iceberg phenomenon and (3) using the 'Bottom of Pyramid' approach to BM innovation for incorporating social goals into value creation logic.

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Section: The Role Of Culture In Bm Innovation: a Contingent Variable Or A Driver?mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Business models in the Asia-Pacific: dynamic balancing of multiple cultures, innovation and value creation

Chin

Rowley

et al. 2021

Asia Pacific Business Review

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“…There have been some scholars comparing the western paradox framework and Chinese yin-yang to some extent (eg, Chin et al 28 Li et al 29 Redding; 30 Li; 17 Luo and Zheng 31 ). However, we try to systematically put forward the common characteristics and essential differences between paradox and yin-yang.…”

Section: Paradox and Yin–yangmentioning

confidence: 99%

“…Chen 42 proposed a communitarianism model based on the dialectics of yin–yang about cultural differences to guide the balance and integration of individualism and collectivism in cross-cultural management. In the latest literature, Chin et al 28 propose a new framework for a Confucianism business model based on an integrative view of paradox and culture angle, which is connected to the impact of culture in constructing the frame of business models in the Asia-Pacific area. In that model, social legitimacy, institutional enablers, and institutional disablers were put forward in a yin–yang harmony cognition.…”

Section: Yin–yang Perspective In Organizational Managementmentioning

confidence: 99%

Applying a Yin–Yang Perspective to the Theory of Paradox: A Review of Chinese Management

An²

2021

PRBM

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This paper examines the paradox in management through the yin–yang lens and how to apply the yin–yang perspective in Chinese indigenous management research through a literature review. Compared with several western philosophical perspectives, yin–yang places more emphasis on the interaction of interdependent contradictions and better describes the complex dynamics of both contradictions. Our review finds that the scholars propose yin–yang as a supplement to and an optimization of western management. The review focuses on connecting the yin–yang perspective with the paradox in management, cross-cultural management, and practice of organizational management.

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CSRbest practices for global multi‐tier sustainable supply chain integration ofChinese MNEs

Scuotto

Chin

Pezzi

et al. 2022

Corp Soc Responsibility Env

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The interest in global multi‐tier sustainable supply chains is growing proportionally to its increase in developing countries. Developing countries are considered the new fertile territory for developing global chains for multinational enterprises (MNEs). Despite the positive outcomes derived from this global development, it also induces negative impacts in the domain of domestic firms' competition, education, welfare and infrastructure system. A way to overcome this pessimistic view has been found in corporate social responsibility (CSR) best practices. MNEs seek to involve local stakeholders in their social activities to show their commitment and generate innovations. It calls for a multi‐tier domestic involvement integrated into a global supply chain to create value. This study builds its empirical analysis exploring a range of 1547 Chinese manufacturing multinational enterprises listed in the Shanghai and Shenzhen stock exchanges between 2010 and 2018. The findings revealed that multi‐tier supply chain integration (SCI) practices positively moderate the relationship between CSR and MNE performance. In turn, it implies benefits for developing sustainable development goals, generating new job opportunities mostly in the developing countries guaranteeing wealth employment conditions. The sense of involvement and engagement towards their employees requires more development of CSR practices, which can be moderated by multi‐tier SCI, as shown in the present study.

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Confucian business model canvas in the Asia Pacific: a Yin-Yang harmony cognition to value creation and innovation

Cited by 51 publications

References 43 publications

Business models in the Asia-Pacific: dynamic balancing of multiple cultures, innovation and value creation

Business models in the Asia-Pacific: dynamic balancing of multiple cultures, innovation and value creation

Applying a Yin–Yang Perspective to the Theory of Paradox: A Review of Chinese Management

CSRbest practices for global multi‐tier sustainable supply chain integration ofChinese MNEs

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