Labeled clanization: the social structure of a Third Line enterprise<sup>*</sup>

Chen, Chao

doi:10.1080/0023656x.2016.1255498

Cited by 2 publications

(5 citation statements)

References 11 publications

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“…As the most productive author, Chen, C. from Xiamen University, examined the group governance (C. Chen, 2014), the social structure of Third Line enterprises (C. Chen, 2016) and the history and development of Third Line Construction (C.…”

Section: Resultsmentioning

confidence: 99%

“…Foreign researchers showed as much concern to Third Front construction as Chinese scholars did. As the most productive author, Chen, C. from Xiamen University, examined the group governance (C. Chen, 2014), the social structure of Third Line enterprises (C. Chen, 2016) and the history and development of Third Line Construction (C. Chen, 2018) with case studies on Jinjiang Oil Pump and Nozzle Factory in Chengdu, Sichuan. Li, J., from Central European University of Hungary, as the second most prolific author, studied the everyday resistance (J.…”

Section: Major Authorsmentioning

confidence: 99%

“…Chen & Lin, 2014; Deng, 2018), economic restructuring (Hu & Hassink, 2017), industrial modernity (C. F. Meyskens, 2015), Third Front enterprise (C. Chen, 2016; Dong, 2013), Third Front provinces like Sichuan (K.…”

Section: Introductionmentioning

confidence: 99%

“…Other research has also been done in the urbanization (Chan, 1992;B. Chen & Lin, 2014;Deng, 2018), economic restructuring (Hu & Hassink, 2017), industrial modernity (C. F. , Third Front enterprise (C. Chen, 2016;Dong, 2013), Third Front provinces like Sichuan (K. Zhang & Rui, 2018;McNally, 2004) or Guizhou (Tian et al, 2010) and cities like Chongqing (Bao et al, 2019;X. Wu & Cui, 2016), Chengdu (Y.…”

Section: Introductionmentioning

confidence: 99%

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Status and Trends of Research on China’s Third Front Construction in English Language and Brief Comparison With Chinese Counterpart

Liu

2023

SAGE Open

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Third Front construction was a massive defensive industrialization and economic campaign in response to the threat of war from both the Soviet Union and the United States in the 1960s in the remote and isolated hinterlands of China, which remained a top secret for many years before 1980s. Academic community has been making growing efforts in exploring its origin, history, development and influence ever since. As the largest industrial relocation in modern Chinese history, it is crucial for understanding the complexity of China today. Based on the bibliometric analysis of the retrieved and pruned 370 bibliographic references from Google Scholar, this article identified the major references, leading authors, contributing journals, productive countries or territories and cooperating institutions, as well as hot topics and emerging trends of the research on Third Front construction. By adopting VOSviewer as the visualizing tool, the paper found that Third Front construction continues to be a hot research topic with growing trend from the perspectives of historical background, macro-policy, industrial development, third-front cities and modern development of the Third Front construction in China. It also revealed the potential research trends in urbanization, industrial heritage and Cold War related to Third Front construction. Meanwhile, the paper made a brief comparison between the research on China’s third front construction in English and Chinese languages. The findings could be of theoretical values to the academic community for the revelation of the knowledge landscape of Third Front construction and the entry point to the modern history of China.

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Section: Resultsmentioning

confidence: 99%

Section: Major Authorsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Status and Trends of Research on China’s Third Front Construction in English Language and Brief Comparison With Chinese Counterpart

Liu

2023

SAGE Open

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“…Thus, we conclude the study attempting to define clans and tribes in organisations and move on to establishing the different typologies that clans and tribes present in the business context. Ashforth and Rogers (2012, p. 25), when referring to the prototype of tribes that exist in the workplace, mentions work communities, friendship cliques, networks, groups and departments; Pepin (2005, p. 575) establishes cliques, clans and factions as some of the informal groups that can form within organisations to combat the uncertainties of the workplace; Chen (2016, p. 671), when studying the structure of clans in a secret factory in the mountains of China, classifies clans on the basis of their members’ origins (workers, young educated people and demobilised soldiers) to verify how these labels are associated with workers’ job opportunities, their perceptions and mutual attitudes and Duncan (2012, p. 6) recognises managers and employees as the main tribes that exist in organisations whilst acknowledging other tribes to which the same person can belong (Duncan, 2012).…”

Section: Clans and Tribes In Organisationsmentioning

confidence: 99%

A tool for analysing organisational clans and tribes: the case of the transformation of Medellin city, Colombia

Escobar-Sierra

Calderón-Valencia

2021

ICT

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Purpose Organisational clans and tribes are entities that prescribe the behaviour of collaborators on the basis of cultural values and norms. Consequently, this study aims to propose a management tool based on the analysis and interpretation of organisational clans and tribes. Design/methodology/approach With this purpose, first, the authors review the current status of the discussion about organisational clans and tribes, following a sequential mix-method approach that begins with a bibliometric analysis and end with a content review. Based on these results, in the second stage, the authors propose a conceptual tool that analyses clans and tribes in organisations to create and consolidate alliances. Then in the third stage, the authors apply this tool to the transformation of Medellin – a city that was first conceived as violent and now become a good place to live and travel. Findings By applying the tool proposed in this study, it is possible to analyse and understand how to transform disagreement into alliance and how clans and tribes – in addition to taking a leading role in organising – are jointly responsible for the results. Originality/value Clans and tribes of management are proposed as a tool for organisational management from the analysis and interpretation of clans and tribes in organisations. These clans and tribes of management allow for the intervention of clans and tribes of reference and their consequent emancipation, through organisational clans and tribes that arise naturally, by association or disintegration and that support the management of change required to create effective alliances. Thus, the strategy that should be followed to reinforce the management of changes in organisations is to align alliances with organisational clans and tribes.

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Labeled clanization: the social structure of a Third Line enterprise^*

Cited by 2 publications

References 11 publications

Status and Trends of Research on China’s Third Front Construction in English Language and Brief Comparison With Chinese Counterpart

Status and Trends of Research on China’s Third Front Construction in English Language and Brief Comparison With Chinese Counterpart

A tool for analysing organisational clans and tribes: the case of the transformation of Medellin city, Colombia

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Labeled clanization: the social structure of a Third Line enterprise*

Cited by 2 publications

References 11 publications

Status and Trends of Research on China’s Third Front Construction in English Language and Brief Comparison With Chinese Counterpart

Status and Trends of Research on China’s Third Front Construction in English Language and Brief Comparison With Chinese Counterpart

A tool for analysing organisational clans and tribes: the case of the transformation of Medellin city, Colombia

Contact Info

Product

Resources

About

Labeled clanization: the social structure of a Third Line enterprise^*