IDEAS home Printed from https://ideas.repec.org/a/cup/maorev/v10y2014i01p29-54_00.html
   My bibliography  Save this article

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

Author

Listed:
  • 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
    as

    Download full text from publisher

    File URL: https://www.cambridge.org/core/product/identifier/S1740877600003491/type/journal_article
    File Function: link to article abstract page
    Download Restriction: no
    ---><---

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. 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.
    2. 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.
    3. 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.
    4. 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.
    5. 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.
    6. 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.
    7. 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.
    8. 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.
    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.

    More about this item

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:cup:maorev:v:10:y:2014:i:01:p:29-54_00. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Kirk Stebbing (email available below). General contact details of provider: https://www.cambridge.org/mor .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.