We attempt to provide a definition and a typology of indigenous research on Chinese management as well as outline the general methodological approaches for this type of research. We also present an integrative summary of the four articles included in this special issue and show how they illustrate our definition and typology of indigenous research on Chinese management, as well as the various methodological approaches we advocate. Further, we introduce a commentary on the four articles from the perspective of engaged scholarship, and also three additional articles included in this issue. Finally, we conclude with our suggestions for future indigenous research.

https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1740-8784.2012.00292.x

Indigenous Research on Chinese Management: What and How

Because of the importance of Confucian doctrines in shaping ethical business practices under Chinese leadership, revealing the roles of other Chinese ethical doctrines in modern Chinese leadership is informative. A thorough understanding of the ethical foundations of Chinese leadership is necessary for fruitful interaction with Chinese leaders, according to cultural fit theory. The present study illustrates the philosophical foundations of business management, based on dialogues with five eminent corporate executive officers (CEOs). It reveals that the CEOs practice a style of Chinese leadership synthesizing Confucian, Daoist, Mohist, and Legalist doctrines. The Confucian doctrines advocate benevolence, harmony, learning, loyalty, righteousness, and humility. They are the most prevalent tenets that support paternalism and collectivism. The Daoist doctrines emphasize flexibility and reversion (e.g., the principle that the weak can defeat the strong). They bolster the leader’s forbearance. The Mohist doctrines underpin thrift and working with the masses whereas the Legalist doctrines inculcate self-control and innovativeness. Hence, contemporary Chinese leadership does not rely exclusively on Confucian ethics and this reflects evolution over 1000s of years.

Philosophical Foundations of Eminent Hong Kong Chinese CEOs’ Leadership

The present study examined the moderating effect of Zhong Yong on the relationship between perceived creativity and innovation behaviour in Chinese companies. A total of 273 paired questionnaires were collected with employee self-rated creativity and Zhong Yong and supervisor-rated innovation behaviour. The results show that for people higher on Zhong Yong, their creativity was not correlated with innovation behaviour; for people less immersed in Zhong Yong, this correlation is significant. This finding provides a new insight into the effects of Zhong Yong on the creativity-innovation behaviour transformation processes. The implications for future research are also discussed.

Moderating effect of Zhong Yong on the relationship between creativity and innovation behaviour

Past studies showed that compared to North Americans, East Asians have lower self-esteem and their self-esteem scores do not predict self-esteem-related motivations and self-perceptions. These findings have been interpreted in terms of a lack of the need for positive self-regard in East Asian contexts. We posit that the East – West difference in self-esteem may arise from the popularity of the dialectical self (the idea that one can have both a positive and negative self) in East Asia and of the internally consistent self (the notion that having a positive self implies not having a negative one, and vice versa) in North America. Consistent with this idea, we found that the Chinese American difference in self-esteem level was driven primarily by Chinese participants' greater tendency to agree with negatively worded self-esteem items. Furthermore, because of the motivation to maintain consistent responses, North Americans' response pattern varied depending on whether the first item in the self-esteem measur...

Explaining self-esteem differences between Chinese and North Americans: Dialectical self (vs. self-consistency) or lack of positive self-regard

The purpose of this paper is to investigate how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as a mediator and leader competence as a moderator.,Data were collected from a two-wave sampling of 113 dyads of leaders and subordinates in China.,A curvilinear relationship was found between leader humility and employee engagement in creative processes. Further, POS partially mediates this relationship, and leader competence positively moderates the relationship between leader humility and POS.,First, organizations should select and train leaders who show humility as a character trait and foster a supportive organizational climate. Second, managers should study the benefits of moderate and harms of superfluous humility, especially in the Chinese cultural context. Third, competent leaders are more effective as humble leaders.,Few studies have concentrated on leader humility in the eastern cultural context. The results challenge traditional views of the impact of leader humility and shed light on its mechanism and the conditions under which it promotes employee engagement in creation. This study also clarifies the nonlinear influence of leader humility, building a fine-grained theoretical framework integrating the motivation-opportunities-abilities model and Chinese Zhong-Yong theory.

Tak-Sing Cheung

Papers

On Zhongyong Rationality: The Confucian Doctrine of the Mean as a Missing Link between Instrumental Rationality and Communicative Rationality