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

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  • Jing, Runtian
  • Van de Ven, Andrew H.

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.

Suggested Citation

  • Jing, Runtian & Van de Ven, Andrew H., 2014. "A Yin-Yang Model of Organizational Change: The Case of Chengdu Bus Group," Management and Organization Review, Cambridge University Press, vol. 10(1), pages 29-54, March.
    • Handle: RePEc:cup:maorev:v:10:y:2014:i:01:p:29-54_00
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    Cited by:

    1. Xin Li & Li Ma, 2020. "Chinese management research needs self-confidence but not over-confidence," Asia Pacific Journal of Management, Springer, vol. 37(2), pages 481-498, June.
    2. Zhang, Yan & Han, Yu-Lan, 2019. "Paradoxical leader behavior in long-term corporate development: Antecedents and consequences," Organizational Behavior and Human Decision Processes, Elsevier, vol. 155(C), pages 42-54.
    3. Wojciech Kębłowski, 2023. "Degrowth is coming to town: What can it learn from critical perspectives on urban transport?," Urban Studies, Urban Studies Journal Limited, vol. 60(7), pages 1249-1265, May.
    4. An‐Chih Wang & Yanyu Chen & Sheng‐Bin Wang & Yi‐Chieh Lin & Chuan‐Yu Tseng, 2023. "Actions Speak Louder than Words, Particularly in the East: How Taiwanese Followers Perceive Leaders’ Promotion of Ethical Actions Differently from Followers in the States," Journal of Management Studies, Wiley Blackwell, vol. 60(2), pages 372-399, March.
    5. Bixiang Shi & Fangcheng Tang & Fenfen Wei, 2022. "The Path Constitution of Platform Evolution: An Organizational Momentum View," Sustainability, MDPI, vol. 14(15), pages 1-22, July.
    6. Myriam Ertz & Myung-Soo Jo & Fahri Karakas & Emine Sarigöllü, 2021. "Message Sidedness Effects in Advertising: The Role of Yin-Yang Balancing Theory," Social Sciences, MDPI, vol. 10(6), pages 1-26, June.
    7. Xin Li, 2019. "Is “Yin-Yang balancing” superior to ambidexterity as an approach to paradox management?," Asia Pacific Journal of Management, Springer, vol. 36(1), pages 17-32, March.
    8. Hong, Jacky F.L. & Snell, Robin Stanley, 2015. "Knowledge development through co-opetition: A case study of a Japanese foreign subsidiary and its local suppliers," Journal of World Business, Elsevier, vol. 50(4), pages 769-780.
    9. Jiao Luo & Andrew H. Van de Ven & Runtian Jing & Yuan Jiang, 2018. "Transitioning from a hierarchical product organization to an open platform organization: a Chinese case study," Journal of Organization Design, Springer;Organizational Design Community, vol. 7(1), pages 1-14, December.
    10. Cubie L.L. Lau & Zinette Bergman & Manfred Max Bergman, 2019. "Environmental Protection and Corporate Responsibility: The Perspectives of Senior Managers and CxOs in China," Sustainability, MDPI, vol. 11(13), pages 1-17, July.

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