Hangzhou Dec 1th 2010

Achieve Harmony In Global Context ——Chinese Culture

Zhou Jia & Hora Tjitra

Agenda

Guideline Of Chinese Culture

Confucian Harmony: Embodies Disagreement And Open Debates

Guan Xi: A Strong Network

Mian zi : Instrument To Maintain Harmonious

I Ching: Change and ZhogYong

Culture Guide People’s Behavior

Apply Chinese Culture Into Cross-Culture Situation

Reference

Project Information

Building the Global Competence for Asian Leaders

Guideline Of Chinese Culture

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ConfucianismConfucianism-I Ching

GuanxiChange Zhongyong

Family Other Authoritarian

Face behavior

Harmony

Building the Global Competence for Asian Leaders

General Explanation of The Guideline

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Confucian cultural traditions is crucial to Chinese social behavior

Confucian cultural traditions is crucial to Chinese social behavior understanding (Hwang, 2001) nderstanding The key value of Confucian culture include: face , guanxi, and Harmony (Luo, 2000; HWANG, 1987, 2001)mony I Ching, consists of two opposite forces, Yin and Yang ,is one part of Confucianism.)nga Maintaining a harmonious relationship is personal goal(Hwang, 1997-1998 )intainig a harmonious relationship is personal goal(Hwang, 1997-1

Building the Global Competence for Asian Leaders

Confucian Harmony: Embodies Disagreement And Open Debates

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Confucian emphasis on harmony is better understood as the need to

Confucian view of harmony :Maintain a mutually respectful relationship and a common concern for humanity and morality rather than the need to avoid disagreement and confrontation, and to arrive at uniform view(Leung, 2002).

When compared to :

The Master said, ‘The gentleman agrees with others without being an echo. The small man echoes without being in agreement.’ 《子路篇第十三章》

Indonesian Chinese people Less relay on

controlling self-display or passive tolerance; they exhibit a proactive approach to maintain

harmony and achieve their goals(Tjitra&Deng, 2007)

Western Countries Western countries more

individualism, which concern themselves’ feeling ,but will pay less attention to group

harmony

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Guanxi: A Strong Network

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The Concept of Gaunxi Guanxi, the web of social connections, on which “two or more persons have a commonality of shared identification” (Jacobs, 1979)

In China guanxi not only means ‘relationship’ but has a ‘special’ or ‘particularistic’ nature, (Yang, 1994), carries the extra meanings of power, social status and resource transmission(Hackley &Dong, 2001)guanxi is more obligation-bound than the Western conception of social relationship (Fiske, 1992).Guanxi plays a important role in Chinese life The most frequently discussed Chinese value in literature (Luo, 2000). Influences Chinese reward allocation(Zhang, 1998). Important for doing business in China(Falure, 2008, Shiau 2008).

In contrast to the Western emphasis on independent self-concept, a Chinese construction of self-concept is ‘interdependent’, based on his or her relationship or ‘guanxi with others (Yang, 2001).

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Mianzi : Instrument To Maintain Harmonious

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The Concept of Face Face refers to a claimed sense of favorable social self worth that a person wants others to have of her or him (Ting-Toomey, 1998) Coggin and Coggin (2001) define it as a mixture of an individual’s self-respect and confidence; ‘an individual’s external public appearance’ Amant (2001) ;Chinese Concept of Face Chinese concepts of face, based on two different sets of judgmental criteria: mianzi, achieved through success and ostentation; and lian, which represents the confidence of society in the integrity of one’s moral character (Ho, 1944).Face is a instrument to maintain the relationship (guanxi) harmonious Protecting social face is especially valued in Chinese society to promote interpersonal harmony (Tjosvold, 2004) Saving and giving face is important for Chinese people ,in interpersonal communication (Hofested 1980, Cardon, 2003) Mianzi, was used in compliance gaining, conflict mediation ,and requesting(Paul, 1991; GAO, 1998; Hwang 1997, 1998; Cardon2003 ); used as a strategy in negotiation, taking a zero-sum perspective(Faure, 2000);

•”

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I Ching: Change and ZhogYong

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Change The central theme of I Ching, or the book of Change,is a fundamental principle of the universe forms ontological assumptions of the Chinese philosophy and was further developed into a set of guidelines for Chinese beliefs and behavior(Chen, 2008).

ZhongYong Equilibrium of the two opposite forces is named zhong, when ppied to the human world, a person’s mind is said to be in the state of zhong when there are no stirrings of pleasure, anger, sorrow, or joy(chen, 2008)

Culture Guild People’s Behavior ——Researches under different contexts

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Researches under Philosophy &Business Contexts

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PhilosophySome researchers talked about Chinese culture from Philosophy, such as Chen (2008), Hwang (1987, 1997, 2001) BusinessFalure (2008, 2010)From Yin Yang perspective to explain the changing Chinese value when doing business;Leung (2008):Chinese business behavior still guided by traditional value;Gao (2010):Guanxi dilemmas occur in emerging Chinese–Western intercultural networks; (Shiau, 2008) Guanxi and cultural barriers become a problem for Taiwanese invest in mainland; Graham & Lam (2003)Chinese negotiation behavior when doing business is different a lot from American. Eight element of Chinese business behavior were introduced: guanxi, zhongjaianren, social status, interpersonal Harmony, Holistic Thinking, Thrift, mainzi, Edurance.

Management :

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Researches Under Management Context

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About Confliction management Chinese negotiation behavior is influenced by Chinese culture ,they tend to maintain harmony relationship with others(Shenkar & Ronen, 1987; Paul, 1991Tjosvold, Hui, Sun, 2004); Several models of confliction management were proposed ： Huwang’s model (, Huang’s model , Chen’s model(Leung, 2002);About Guanxi The guanxi and renqing influence Chinese 's reward allocation decision;

reasonableness norm is adopted in Chinese reward allocation decision (Zhang&Yang ,1998);

Guanxi networks could better explain members 's effectiveness compared with relational demography, and different guanxi networks had different effects (Chou,2006);

Apply Chinese Culture Into Cross-Culture Situation

Building the Global Competence for Asian Leaders

Bring Chinese Into Global Context

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Building the Global Competence for Asian Leaders

Suggestion

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•develop tradition Chinese culture :harmony into work context, be willing to accept diverse views, diverse cultural belief; this not only mean accept different ideas form others, but also from yourself

•apply Change to oversea life , be flexible .when face conflict, be able to consider from other perspective, different culture perspective, not just from your own idea, your own culture value .

•keep face sensitive. give face , but you’d better learn what kind of face is valued in this country, because different countries have different face value .

Reference

1987,Chinese values and the search for culture-free dimensions of culture . Journal of Cross-Cultural psychology , 18, 143-164.

Paul S. Kirkbride, Sara F. Y. Tang & Robert I. Westwood.,(1991). Chinese Conflict Preferences and Negotiating Behavior: Cultural and Psychological Influences. Organization Studies, 12, P365-386

Fang, T., &Faure, G. O.(2010). Chinese communication characteristics: A Yin Yang perspective. International Journal of Intercultural Relations , 1-13

Faure, G. O. (2008). Chinese society and its new emerging culture. Journal of Contemporary China, 17(56), 469–491.

Fang, T., Zhao, S., &Worm, V.(2008). Editorial: The changing Chinese culture and business behavior. International Business Review, 17(2), 141–145

Leung. K.,(2008).Chinese culture, modernization, and international business. international Business Review , 17, 184–187

Luo,Y.,(2008).The changing Chinese culture and business behavior: The perspective of intertwinement between guanxi and corruption. International Business Review , 17 , 188–193

Faure, G. O.,& Fang, T., (2008) , Changing Chinese values: Keeping up with paradoxes. International Business Review, 17, 194–207

King ,A. y.,& Bond ,M,H,(1985).The Confucian paradigm of man :A sociological view. Chinese culture and mental health ,29-45

Bedford. O.,&HWANG, K. K.,(2003).Guilt and Shame in Chinese Culture: A Cross-cultural Framework from the Perspective of Morality and Identity. Journal for the Theory of Social Behavior, 33, 127-144

Reference

Huang, X. L.,(2009)The Influence of National Culture, History and Institution on Strategic Management in Chinese Firms: A Complexity Based. International Journal of Business Studies, 17., 1-18.

Alan, P. F.,(1992)The Four Elementary Forms of Sociality: Framework for a Unified Theory of Social Relations. Psychological Review, 99., 689-723.

Yang, C. F. (2001) ‘Chinese view of self and other’ [in Chinese], in C.F. Yang (Ed.) How to Understand Chinese, Taipei: Yuan-liou Publication, pp.365–406.

Hu, H. C. (1944). The Chinese concept of “face.” American Anthropologist, 46, 45-64

Faure, G. O. (2000). “Negotiations to set up joint ventures in China,” International Negotiation 5, 157–189.

Cardon, P. W. & J. C. Scott. (2003). Chinese Business Face: Communication Behaviors and Teaching Approaches. Business Communication Quarterly 66, 9-22.

Cogin, W. O. and B. F. Coggin. (2001). So you Want to Work in China? Technical Communication 48, 389-398

St. Amant, K. (2001). Considering China: a Perspective for Technical Communicators. Technical Communication 48, 385-388. Hwang, K.K. (1997–1998). [35] “Guanxi and Mientze: Conflict Resolution in Chinese Society.” Intercultural Communication Studies VII 1, 17–42

Boisot, M., & Child, J. (1999). Organizations as adaptive systems in complex environments: The case of China. Organization Science, 10(3), 237-252.

Hackley, C.A. and Q. Dong. (2001). “American Public Relations Networking Encounters China’s Guanxi.” Public Relations Quarterly 46(2), 16–19.

Jacobs,B.J. (1979). “APreliminaryModel of Particularistics inChinese PoliticalAlliances: ‘Renqing’ and ‘Guanxi’ in a Rural Taiwanese Township.” Chinese Quarterly 78, 237–273.

 

Hwang, K. K.,(2000) Chinese Relationalism: Theoretical Construction and Methodological Considerations . Journal for the Theory of Social Behavior , 30, 155-178

GAO, G.,(1998).An initial analysis of the effects of face and concern for "other" in Chinese interpersonal communication .Intercultural Rel.22, 467-482

HWANG, K.K., (2001) The Deep Structure of Confucianism: a social psychological approach, Asian Philosophy, 11, 179-200

Bedford, O.A.,(2004) The Individual Experience of Guilt and Shame in Chinese Culture Chinese. Culture Psychology, 10, 29-52

Shiau, H. C., Fang , k. J.,& Lo, W. H.,(2008)Exploring guanxi and cultural barriers: a perspective from the Taiwanese SMS investors in China. Chinese Culture and Management, 1, 302-312.

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Ting-Toomey, S., & Kurogi, A.,(1998)Facework competence in intercultural conflict: an updated face-negotiation theory. Intercultural Journal Intercultural Relationship, 22., 187-225.

Chen, G. M.,(2008)Bian(Change): A perpetual Discourse of I Ching. Intercultural Communication Studies, 7-16.

Kwok, L., Pamela, T. & Lu, L.,(2002)A Dualistic Model of Harmony and its Implications for Conflict Management in Asia. Asia Pacific Journal of Management,19., 201-220.

Hwang, K.,(1987),Face and Favor: The Chinese Power Game. The American Journal of Sociology, 92, 944-974

 

Project Information

Global Competence for Asian LeadersResearch Partners:

An applied research collaboration supported by the Human Capital Leadership

Institute (Singapore) with the objective to derive a model for Asian leaders, which will

lead to systematic global leadership development programs with Asian

characteristics.

Built on our previous researches on Chinese and Indonesian intercultural sensitivity,

we continue in this study by elaborating the cross-cultural experiences of the

Chinese, Indonesian and Singaporean international assignees and their respective

local co-workers in China and Indonesia. Intercultural sensitivity has been widely

accepted as one of the most significant element of global competencies and one of

the strongest predictor for global leaders and managers accomplishments.

The principal investigators of the project are Dr. Hora Tjitra, Dr. Hana Panggabean,

and the research team of the the Zhejiang University (Hangzhou, China), Zhejiang

University of Technology (Hangzhou, China) and the Atma Jaya Indonesia Catholic

University (Jakarta, Indonesia).

Funding Partner:

Zhejiang University

China

www.zju.edu.cn

Zhejiang University of Technology

China

www.zjut.edu.cn

Atma Jaya Catholic University

Indonesia

www.atmajaya.ac.id

Human Capital Leadership Institute

Singapore

www.smu.edu.sgHora Tjitra

Hana Panggabean

Juliana Murniati

Quan HE Jiewei ZHENG

Chaohui ZHANGTeng SHENTU Jia ZHOU

Xiaojuan WANG

Dan ZHAOXixie ZHANG

Sebastian Partogi Yuanbo LIU Tayyibah Mushtaq

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