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Social Networking and Chinese Indigenous Management - Luo Jar-Der


Year 2014



PrefaceLecture 1 Dynamic Balance – The Origin of Chinese Management Thoughts1.1 The Doctrine of Dynamic Balance1.2 Guanxi-Orientated Management1.3 Dynamically Balance Yin and YangLecture 2 The Essence of Chinese Management2.1 China's Management Philosophy2.2 The Essence of Chinese Management2.2.1 Guanxi Management2.2.2 Become Perfectly Sincere to Build Guanxi Circles2.2.3 Self-organization2.2.4 Governance under Rituals and Laws together2.2.5 Dynamic BalanceLecture 3 Guanxi Management3.1 Explanations from Local Sociologists3.2 The Relevant Theories in the West3.3 Guanxi Management: Building an Atmosphere of Trust3.3.1 From Strangers to Acquaintances: When Trust Begins3.3.2 Building and Maintaining Trust3.3.3 Trust in Family and Familiar ties3.4 Dynamic Balancing of Relationships3.4.1 Dynamic Balancing between Instrumental and Expressive Motives3.4.2 Dynamic Balancing between Favor Exchange and Equal Sharing3.4.3 Dynamic Balancing between Trust and Power3.5 The Levels of Guanxi ManagementLecture 4 Dynamics of Guanxi4.1 Historical Changes in the Contents of Relationships4.2 Dynamic Relationship Changes4.2.1 From Strangers to Acquaintance Ties: Nine Similarities and Identification4.2.2 From Acquaintance Ties to Familiar Ties: The Principles of Requital and Favor4.2.3 From Familiar Ties to Family Ties4.2.4 Damages to Relationships4.3 Characteristics of Chinese Management – Flexibility and Quick ResponseLecture 5 Guanxi Circle - Why Chinese Want to Work5.1 Explanations from Local Sociologists5.2 The Relevant Theories in the West—From X to Z Theory5.3 The Guanxi Circle Theory5.4 The Motivations Behind Circle Members5.4.1 Motive 1 – Favor Exchanges5.4.2 Motive 2 – Building Your Own Guanxi Circle5.4.3 Motive 3 – Enfeoffment5.5 Assumptions of the Guanxi Circle Theory5.6 Dynamic Balancing of Guanxi Circles5.6.1 Dynamic Balancing of Changes in Guanxi Circles5.6.2 Dynamic Balancing of Interests Inside and Outside Guanxi Circles5.7 Guanxi Circles and FlexibilityLecture 6 Self-organization as a Mode of Governance6.1 Explanations from Local Sociologists6.2 What is Self-organization?6.3 The Relevant Theories in the West— Self-Organization as the Third Governance Mode6.3.1 The Principles of Hierarchy-based Governance6.3.2 The Embeddedness Theory of Granovetter6.3.3 Woody Powell Regards Self-organization as the Third Governance Mode6.4 Forms of Self-organized Units in China6.4.1 Operating in the Name of Another6.4.2 Internal Contracting6.4.3 Forms of Self-organized Units in Modern Management6.4.4 Closed Cliques6.5 Formation of Self-organized Units6.5.1 Grouping by Favor Exchanges -- Explanations from the Perspective of Network Dynamics6.5.2 Establishment of Identity – Explanations from Social Psychology6.5.3 Behavioral Logic of Self-organizationLecture 7 Dynamic Balancing between Hierarchy and Self-organization7.1 Explanations from Local Sociologists7.2 The Relevant Theories in the West--Rational Selection of Governance Mechanisms7.3 Balancing among Market, Hierarchy and Self-organization7.3.1 Extending Governance Modes to the Public Sectors7.3.2 Dynamic Balance in the Mind of Chinese7.4 Managing Self-organized Units7.4.1 A Chinese Case7.4.2 The Case of Western Counterpart7.5 Comparison between the Chinese and Western CasesLecture 8 Dynamic Balancing between Governance under Rituals and under Laws8.1 Explanations from Local Sociologists8.2 Laws vs. Rituals8.2.1 The Rule by Law in China: Focus on Simplicity8.2.2 Order under the Rule of Ritual8.3 Governance under Rituals and Laws Together: Local Cases in China8.4 Paternalistic Leadership with Benevolence, Authoritarianism and Morality Together8.4.1 The Implications from the Chinese History8.4.2 Balancing between Benevolence and Law EnforcementLecture 9 Conclusion: The Significance of Chinese Managerial PhilosophiesReference
 
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