Foo Diversity of Managerial Ideology

1. Auflage 2018
ISBN: 978-981-10-7772-2
Verlag: Springer Nature Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 192 Seiten

Reihe: The Chinese Management Book-of-Readings Series

This book is the first in a series on Chinese management based on the Global Chinese Management Conferences (from 2015 to 2017), an annual conference organized by the Sun Tzu Art of War Institute. The first volume is by FOO Check Teck, professor at Fudan and Hunan University and founding editor of Chinese Management Studies (SSCI), who encourages readers to broaden their minds to embrace the Universe as a Community. The book argues that the lives of all beings are worth preserving and urges the academic community to recognize the ideologies at heart of management and to see research as a deep, reflective thinking process that goes far beyond the testing of hypotheses - great works, lasting 2,500 years are the result of deep reflection upon experiences. It also calls for the re-framing of management integration of a variety of ideological strands, typically in topics in MBA or MPA programs: earnings, mobility of human capital, complex adaptive systems, HRM (in small high-tech firms), technology standardization, Xin (trust: labor relations), multi-leveling, re-forming (hospitals), He-Xie (doctoral work), upgrading (automobile industry). The major consequential consideration must be what it means for people. 

Research Professor Dr Foo Check Teck PhD (St Andrews) MBA (Award Winner, Finance, Cass Business School) LLB (Hons, London) FCCA FCMA FCA FCIM Barrister Advocate & Solicitor is founding editor-in-chief of Chinese Management Studies (Emerald Publishers, founded 2010, SSCI listed 2011). To foster research into Chinese management he founded the Global Chinese Management Studies Conference (5th year). Now in Singapore, he has lived in major cities: London, New York and Tokyo. He had lectured across many cities (up to 50 cities) even in Vientiane (Laos), Yangon (Myanmar), Ho Chi Min and Hanoi (Vietnam), Umea (Sweden), Lhasa (Tibet), Harbin (Heilongjiang), Lanzhou (Gansu, China), Colombo (Sri Lanka), Varanasi (India), Tokyo (Japan), Daejeon (Korea). Straits Times chose him as Asia's Mover and Shaker: naming him Singapore's 'Man of Renaissance'. Unlike narrowly focused professors, he had published papers in refereed journals across diverse disciplines, creating world's first AI judge of aesthetics. He held many visiting professorships across Asia, Europe and America and continues to be receiving invitations. Harvard University Kennedy School of Government invited him to co-chair a panel discussion. In US Journal of Risk Finance; Vol. 9(3), 292-302, he anticipated primal fear that gripped US populace. India's Chartered Financial Analysts invited him to share his strategic analyses of General Motors (Analyst, August 2008). He had researched extensively on corporate productivity published as single author in leading journals (Omega, Organization Studies, British Journal of Industrial Relations): currently Chief Expert to University Murdoch-SMA research on manufacturing productivity. He had been APO Chief Expert for a multi-country research on productivity in service industries. His doctoral investigation into performances of ASEAN publicly listed corporations had received global acclaim: he was consultant to US History TV Sun Tzu Art of War.

Autoren/Hrsg.

Foo, Check Teck

Inhaltsverzeichnis

1;Contents;6
2;Contributors;8
3;List of Figures;10
4;List of Tables;12
5;1 Universe as Community: Communication as the Basis for Communality;13
5.1;Abstract;13
5.2;1.1 Introduction;13
5.2.1;1.1.1 Technology for Community;16
5.2.2;1.1.2 Beyond Human Community;18
5.2.3;1.1.3 Community of Penguins;20
5.3;1.2 Human-like Dolphin;21
5.3.1;1.2.1 Valuing a Bee Community;22
5.3.2;1.2.2 Communication as Basis for Community;23
5.4;References;24
6;2 Ideology of Earnings in Finance;26
6.1;Abstract;26
6.2;2.1 Introduction;26
6.3;2.2 Related Literature and Hypothesis Development;27
6.4;2.3 Research Design;28
6.4.1;2.3.1 The Definition and Measurement of Variables;28
6.4.1.1;2.3.1.1 The Cost of Debt;28
6.4.1.2;2.3.1.2 Real Earnings Management;29
6.4.2;2.3.2 Models for Examining the Relation Between the Cost of Debt and REM;30
6.4.3;2.3.3 Data Sources and Sample Selection;30
6.5;2.4 Research Results;31
6.5.1;2.4.1 Descriptive Statistics;31
6.5.2;2.4.2 Correlation Test;32
6.5.3;2.4.3 Regression Results;34
6.5.4;2.4.4 Robustness Tests;35
6.6;2.5 Conclusion;35
6.7;Acknowledgment;36
6.8;References;36
7;3 Human Capital Mobility: Tie and Fit;38
7.1;Abstract;38
7.2;3.1 Introduction;38
7.3;3.2 A Conceptual Overview;39
7.3.1;3.2.1 Individual Factors for Human Capital Mobility;40
7.3.2;3.2.2 Environmental Factors for Human Capital Mobility;42
7.3.3;3.2.3 Tie and Fit;44
7.4;3.3 Why It Concerns Management;46
7.4.1;3.3.1 Effects of Human Capital on Organization Survival;46
7.4.2;3.3.2 National Level Human Capital Affects the Rise and Decline of Nations;47
7.5;3.4 Illustrative Cases Past and Present;49
7.5.1;3.4.1 A Case in 340 BC;49
7.5.2;3.4.2 A Case in 2011;50
7.6;3.5 Concluding Remarks;51
7.7;References;51
8;4 Ideology of Complex Adaptive Systems;52
8.1;Abstract;52
8.2;4.1 Introduction;52
8.3;4.2 Theoretical Background;54
8.3.1;4.2.1 Complex Adaptive System (CAS);54
8.3.2;4.2.2 Regional Innovation System (RIS);55
8.4;4.3 Evolutionary Model: Super-ANITD;56
8.4.1;4.3.1 The Closed-Loop Evolution of RIS;57
8.4.1.1;4.3.1.1 Agglomeration;57
8.4.1.2;4.3.1.2 Networking;58
8.4.1.3;4.3.1.3 Institutional Thickness;59
8.4.1.4;4.3.1.4 Degeneration;60
8.4.2;4.3.2 The Super-Cycle Evolution of RIS: Super-ANITD Model;60
8.5;4.4 Hefei City: A Case Study of RIS Evolution;61
8.5.1;4.4.1 Background of Hefei City;62
8.5.2;4.4.2 RIS Evolution of Hefei City;63
8.5.2.1;4.4.2.1 Agglomeration Stage (1950s–1990s);63
8.5.2.2;4.4.2.2 Networking Stage (1990s–2000s);65
8.5.2.3;4.4.2.3 On the Rise of Institutional Thickness (2004–Now);66
8.5.2.4;4.4.2.4 Expected Diversification Stage in the Future;68
8.6;4.5 Conclusion;70
8.7;References;71
9;5 Managerial HRM Ideology for Small High-Technology Firms;75
9.1;Abstract;75
9.2;5.1 Introduction;75
9.3;5.2 Conceptual Overview;76
9.4;5.3 Why it Concerns Management;77
9.5;5.4 Major Case Studies;78
9.6;5.5 Illustrative Examples of Applications;100
9.7;5.6 Concluding Remarks;102
9.8;References;102
10;6 Ideology of Standardization in Context of Technology;104
10.1;Abstract;104
10.2;6.1 Introduction;104
10.3;6.2 The Principle and Technological Strategies of Standardization;105
10.3.1;6.2.1 The Principle of Standardization;105
10.3.2;6.2.2 Standardization and Strategies of Technological Innovation;106
10.4;6.3 Cases Study of Haier and Huawei;107
10.4.1;6.3.1 Haier’s Ideology of Standardization;107
10.4.1.1;6.3.1.1 The Introduction of Haier;107
10.4.1.2;6.3.1.2 Emphasis on Users Needs;108
10.4.2;6.3.2 Evaluation on the Case of Haier’s Principle of Standardization;110
10.4.3;6.3.3 Huawei’s Ideology in Research Within Standardization;111
10.4.3.1;6.3.3.1 The Introduction of Huawei;111
10.4.3.2;6.3.3.2 Huawei’s R&D Strategies;111
10.4.3.3;6.3.3.3 Main Actions in Innovation by Selected Innovation Strategies;112
10.4.3.4;6.3.3.4 Evaluation of Huawei’s Strategies in Technological Innovation;114
10.5;6.4 Discussion and Conclusion;114
10.6;Acknowledgements;116
10.7;References;116
11;7 Xin (Trust) in the Context of Labor Disputes;119
11.1;Abstract;119
11.2;7.1 Introduction;119
11.3;7.2 A Conceptual Overview;124
11.3.1;7.2.1 Trust Violation and Labor Disputes;124
11.3.2;7.2.2 Trust Violation and Psychological Contract Breach;125
11.3.3;7.2.3 The Role of Types of Employee and the Goal Orientation;125
11.3.4;7.2.4 Model Construction;126
11.4;7.3 Why It Concerns Management;126
11.5;7.4 Key Insights from Statistical Analyses;127
11.6;7.5 Illustrative Mapping;128
11.7;7.6 Trust Restoration Model and Labor Disputes Resolve Strategy;129
11.8;7.7 Concluding Remarks;131
11.9;References;131
12;8 Ideology for Multileveling Inside Organizations;133
12.1;Abstract;133
12.2;8.1 Introduction;133
12.3;8.2 A Conceptual Overview;134
12.3.1;8.2.1 TMT;134
12.3.1.1;8.2.1.1 TMT Resource Endowment;134
12.3.1.2;8.2.1.2 TMT Members’ Organizational Commitment;135
12.3.1.3;8.2.1.3 TMT Members’ Knowledge;135
12.3.1.4;8.2.1.4 TMT Members’ Practical Experience;135
12.3.2;8.2.2 Core of Enterprises: Human Resource;136
12.3.2.1;8.2.2.1 CEO International Experience;136
12.3.3;8.2.3 TMT Size;136
12.3.3.1;8.2.3.1 TMT Shared Experience;136
12.4;8.3 Why It Concerns Management;137
12.5;8.4 Major Case Study or Key Insights from Statistical Analyses;137
12.6;8.5 Illustrative Examples, Cases, and Mapping;138
12.6.1;8.5.1 TMT Resource Endowment;138
12.6.2;8.5.2 Core Human Resources of Enterprises;139
12.7;8.6 Concluding Remarks;139
12.8;References;140
13;9 Ideology for Reform of Public Hospitals in China;142
13.1;Abstract;142
13.2;9.1 Introduction;142
13.3;9.2 China’s Healthcare System Development;143
13.3.1;9.2.1 Before 1949 (1911–1949);143
13.3.2;9.2.2 Before the Culture Revolution (1950–1965);144
13.3.3;9.2.3 After Opening Up (1980–1985);144
13.3.4;9.2.4 Current Circumstance of China’s HealthCare Reform (1985–Now);144
13.4;9.3 Current Physicians’ Survival Condition in China;147
13.5;9.4 Comparison of HealthCare System Between China, Hong Kong, and Taiwan;148
13.6;9.5 Hospital–Physician Relations;154
13.7;9.6 Relationship Between Public and Private Hospitals;156
13.8;9.7 Conclusion and Recommendation;157
13.9;??Acknowledgement;158
13.10;References;158
14;10 The Ideology of He Xie for Management;161
14.1;Abstract;161
14.2;10.1 Introduction;161
14.3;10.2 A Conceptual Overview;162
14.3.1;10.2.1 Confucianism;163
14.3.2;10.2.2 Daoism;163
14.3.3;10.2.3 Buddhism;164
14.3.4;10.2.4 The Harmonious Development Pattern in China;164
14.3.5;10.2.5 The Application of He Xie in Management in the Chinese Context;167
14.4;10.3 Why It Concerns Management;169
14.5;10.4 Major Case Study;169
14.6;10.5 Illustrative Examples and Mapping;170
14.7;10.6 Concluding Remarks;174
14.8;References;174
15;11 Difficulties Faced by College Patent Conversion in the Big Data Age and the Strategies to Address Them;176
15.1;Abstract;176
15.2;11.1 Introduction;177
15.3;11.2 A Conceptual Overview;177
15.4;11.3 The Development Direction for College/University Patent Conversion in the Big Data Age;178
15.4.1;11.3.1 Expanding the Scope of Trading Market for College/University Patents Through Big Data;178
15.4.2;11.3.2 Make Full Use of Big Data to Accelerate the Progress of College/University Patent Conversion;178
15.4.3;11.3.3 Diversify the Mode of College/University Patent Conversion by Using Big Data;179
15.4.4;11.3.4 Adapt Patent Development in Colleges and Universities to Market Demand by Making Full Use of the Ascendant Function of Big Data Mining;179
15.5;11.4 Strategy for College Patent Conversion in the Context of Big Data;179
15.5.1;11.4.1 Building up Information Service Platform for College/University Patent Conversion;180
15.5.2;11.4.2 Develop a Sound Risk Prevention System for College/University Patent Conversion;180
15.5.3;11.4.3 Innovate the Approach of College/University Patent Conversion in the Age of Big Data;180
15.5.4;11.4.4 Improve the Laws Applicable to College/University Patent Conversion in the Big Data Age;181
15.5.5;11.4.5 Enhance the Support of Digitalized Finance for College/University Patent Conversion;181
15.5.6;11.4.6 Colleges/Universities Should Establish Patent Management Department Adaptable to the Age of Big Data;182
15.6;11.5 Concluding Remarks;182
15.7;References;183
16;12 A Research on Upgrading and Development Strategy of China Automobile Industry Cluster;184
16.1;Abstract;184
16.2;12.1 Introduction;184
16.3;12.2 Conceptual Overview;185
16.3.1;12.2.1 Definition of Automobile Industry Cluster;185
16.3.2;12.2.2 Functional Characteristics of Automobile Industry Cluster;185
16.4;12.3 Analysis on the Basic Structure and Present Situation of China’s Auto Industry Cluster;186
16.5;12.4 The Main Problems in the Upgrading of China’s Auto Industry Cluster;187
16.5.1;12.4.1 Low Industrial Concentration;187
16.5.2;12.4.2 The Specialization of Production in the Cluster Is Low, and the Organizations and Mechanisms that Play a Coordinating Role Are not Sound;188
16.5.3;12.4.3 The Research and Development Ability Is Weak, and the Core Technology Is Few;188
16.5.4;12.4.4 The Lack of Independent Car Brands with International Competitiveness;188
16.5.5;12.4.5 The Flow of Factors Is Limited, and the Industry Resources Integration Ability Is Poor;189
16.6;12.5 Research on Upgrading Strategy of Automobile Industry Cluster in China;189
16.6.1;12.5.1 Formulate Reasonable Countermeasures for the Development of Automobile Industry Cluster;189
16.6.2;12.5.2 Improve the Specialization Level of the Division of Labor Within the Cluster, and Improve the Cluster Entrepreneur Association and the Coordination Mechanism Among Enterprises;189
16.6.3;12.5.3 Integrate Resources, and Enhance the Industry’s Overall Innovation Capability;190
16.6.4;12.5.4 Seize the High Points, Accelerate the Development of Low-Carbon, Intelligent, and Network Car;190
16.6.5;12.5.5 Strengthen the Policy Supporting the Upgrading of the Independent Brand;191
16.6.6;12.5.6 Strengthen the Construction of Innovative Ecological Environment;191
16.7;12.6 Concluding Remarks;191
16.8;Acknowledgements;192
16.9;References;192