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

Published online by Cambridge University Press:  02 February 2015

Runtian Jing
Affiliation:
Shanghai Jiao Tong University, China
Andrew H. Van de Ven
Affiliation:
University of Minnesota, USA

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.

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。

Type
Articles
Copyright
Copyright © International Association for Chinese Management Research 2014

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