Hostname: page-component-7bb8b95d7b-wpx69 Total loading time: 0 Render date: 2024-09-10T04:13:07.127Z Has data issue: false hasContentIssue false
  • English
  • Français

Both Converging toward and Diverging from Global Paradigms: The Perspective of Yin-Yang Balancing for the Unity-in-Diversity Duality

Published online by Cambridge University Press:  25 November 2015

Peter Ping Li
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Dialogue, Debate, and Discussion
Information
Management and Organization Review , Volume 11 , Issue 4: Special Issue Expanding Research on Family Business in China , December 2015 , pp. 807 - 813
Copyright
Copyright © The International Association for Chinese Management Research 2015 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Boston Consulting Group. 2015. Dueling with Dragons 2.0: The next phase of global corporate competition .Google Scholar
Boston Consulting Group. 2011. Dueling with Dragons: China's rapid rise in heavy equipment .Google Scholar
Chen, M-J., & Miller, D. 2011. The relational perspective as a business mindset: Managerial implications for East and West. Academy of Management Perspective, 25: 6–18.Google Scholar
Cordes, C. 2013. More businesses pursue triple bottom line for a sustainable economy, Vital Signs, World Watch Institute.Google Scholar
Dicken, P. 2015. Global shift: Mapping the changing contours of the world economy (7th ed.), New York: Guilford Press.Google Scholar
Elkington, J. 1997. Cannibals with forks: The triple bottom line of twenty-first century business. Capstone, Oxford.Google Scholar
Galvin, J., Hexter, J., & Hirt, M. 2010. Building a second home in China. McKinsey Quarterly , June: 1–18.Google Scholar
Gaston, K. J. 2000. Global patterns in biodiversity. Nature, 405 (6783): 220–227.CrossRefGoogle ScholarPubMed
Global Times. 2015. Losing Chinese shoppers. BIZ Insight (B8), July 22.Google Scholar
Granovetter, M. 1985. Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91: 481–510.Google Scholar
Hall, P. A., & Soskice, D. (eds.). 2001. Varieties of capitalism: The institutional foundations of comparative advantage. Oxford: Oxford University Press.Google Scholar
Helmke, G., & Levitsky, S. 2004. Informal institutions and comparative politics: A research agenda. Perspectives on Politics, 2: 725–740.Google Scholar
Hewlett, S. A., Marshall, M., & Sherbin, L. 2013. How diversity can drive innovation. Harvard Business Review, December Issue: 30.Google Scholar
Kerr, C. 1983. The future of industrial societies: Convergence or continuing diversity? Cambridge: Harvard University Press.Google Scholar
Kerr, C., Dunlop, J. T., Harbison, F. H., & Myers, C. M. 1960. Industrialism and industrial man: The problem of labor and management in economic growth. Cambridge: Harvard University Press.Google Scholar
Li, P. P. 1998. Toward a geocentric framework of organizational form: A holistic, dynamic and paradoxical approach. Organization Studies, 19: 829–861.Google Scholar
Li, P. P. 2012. Toward an integrative framework of indigenous research: The geocentric implications of Yin-Yang Balance. Asia Pacific Journal of Management, 29: 849–872.Google Scholar
Li, P. P. 2013 (ed.). Disruptive innovation in Chinese and Indian businesses: The strategic implications for local entrepreneurs and global incumbents. New York: Routledge.Google Scholar
McKinsey Global Institute. 2015. The China effect on global innovation. Special report, October 2015.Google Scholar
Meyer, K. E. 2006. Asian management research needs more self-confidence. Asia Pacific Journal of Management, 23 (2): 119–137.CrossRefGoogle Scholar
National Science Board. 2014. Science and Engineering Indicators 2014. Arlington, VA: National Science Foundation.Google Scholar
Nonaka, I., & Takeuchi, H. 1995. The knowledge-creating company. New York: Oxford University Press.Google Scholar
Ouchi, W. G. 1981. Theory Z: How American business can meet the Japanese challenge. New York: Addison-Wesley.Google Scholar
Redding, G., & Witt, M. 2015. Advancing indigenous management theory: Executive rationale as an institutional logic. Management and Organization Review, 11 (2): 179–203.Google Scholar
Ross, W. A. 1956. An introduction to cybernetics. London: Chapman & Hall.Google Scholar
Rudd, K. 2015. The future of U.S.-China relations under Xi Jinping: Toward a new framework of constructive realism for a common purpose. Belfer Center for Science and International Affairs, Harvard Kennedy School.Google Scholar
Saxenian, A. 1994. Regional advantage: Culture and competition in Silicon Valley and Route 128. Boston, MA: Harvard University Press.Google Scholar
Simon, H. 2009. Hidden champions of the 21st Century: Success strategies of unknown world market leaders. London: Springer.Google Scholar
The Economist . 2013. Northern light: The Nordic countries are reinventing their model of capitalism . February 2 Issue, Special Report.Google Scholar
Tsui, A. S. 2004. Contributing to global management knowledge: A case for high quality indigenous research. Asia Pacific Journal of Management, 21 (4): 491–513.Google Scholar
Whitley, R. 1999. Divergent capitalisms: The social structuring and change of business systems. Oxford, UK: Oxford University Press.Google Scholar
Whitley, R. 2007. Business systems and organizational capabilities: The institutional structuring of competitive competences. Oxford, UK: Oxford University Press.Google Scholar