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

Runtian Jing, Andrew H. Van de Ven

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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), the action strategies of ying-shi (leveraging momentum) and zao-shi (building momentum), and the dialectics of nonaction. 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.

Original languageEnglish (US)
Pages (from-to)29-54
Number of pages26
JournalManagement and Organization Review
Volume10
Issue number1
DOIs
StatePublished - Mar 2014

Bibliographical note

Funding Information:
Jing Runtian 1 Runtian Jing ( runtianjing@gmail.com ) is a Professor of Organizational Behaviour in the Antai College of Economics and Management of the Shanghai Jiao Tong University. He received his Ph.D. from the Xi'an Jiao Tong University in 1997, and taught at the School of Management and Economics of the University of Electronic Science and Technology of China before his present appointment. He was a Fulbright Visiting Scholar at the University of Minnesota in 2011–2012. Recently, he was granted the Outstanding Young Scholar Award by the Chinese Academy of Management. His research focuses on organizational change, leadership behaviour, and cross-cultural management. Van de Ven Andrew H. 2 Andrew H. Van de Ven ( avandeve@umn.edu ) is Vernon H. Heath Professor of Organizational Innovation and Change in the Carlson School of the University of Minnesota. He received his Ph.D. from the University of Wisconsin at Madison in 1972, and taught at the Wharton School of the University of Pennsylvania before his present appointment. He is the author of several books including The Innovation Journey (1999, 2008), Organization Change and Innovation Processes (2000), Handbook of Organizational Change and Innovation (2004), and Engaged Scholarship (2007), which won the 2008 Terry best book award from the Academy of Management. During 2000–2001 Van de Ven was President of the Academy of Management. 井润田 1 Shanghai Jiao Tong University , China 2 University of Minnesota , USA 03 2014 10 1 29 54 21 10 2011 13 01 2014 Copyright © International Association for Chinese Management Research 2014 2014 International Association for Chinese Management Research 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。

Keywords

  • Chinese culture
  • Organizational change
  • Situational momentum
  • Yin-yang view
  • shi

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