The Road More Popular versus the Road Less Travelled: An ‘Insider's’ Perspective of Advancing Chinese Management Research

2009 ◽  
Vol 5 (1) ◽  
pp. 91-105 ◽  
Author(s):  
Bor-Shiuan Cheng ◽  
An-Chih Wang ◽  
Min-Ping Huang
Keyword(s):  
Theory Development ◽  
Research Process ◽  
Management Theory ◽  
Research Approach ◽  
Indigenous Research ◽  
Management Research ◽  
Empirical Examination ◽  
Chinese Management ◽  
Indigenous Management ◽  
The Road

To complement Barney and Zhang's as well as Whetten's articles in this issue of Management and Organization Review, we offer ways to develop indigenous management theory to explain unique Chinese management phenomena. We first briefly review the imbalance of developing theories of Chinese management versus developing Chinese theories of management in Chinese research societies. We then describe a five-step research process that uses an indigenous research approach to theory development: discovery of interesting phenomena, field observations, construction of the theoretical framework, empirical examination, and theory refinement. This process may be useful not only in the Chinese context, but also in any other context. We identify several challenges in both Chinese and international academic societies that must be overcome to facilitate learning across the two approaches proposed by Barney and Zhang: the need for high quality journals in the Chinese language, international journals' efforts to ease the imbalance between the two approaches, and collaboration between Chinese and Western management schools.

Indigenous Management Research in China from an Engaged Scholarship Perspective

2012 ◽  
Vol 8 (1) ◽  
pp. 123-137 ◽  
Author(s):  
Andrew H. Van de Ven ◽  
Runtian Jing
Keyword(s):  
Indigenous Research ◽  
Theoretical Knowledge ◽  
Management Research ◽  
Engaged Scholarship ◽  
Special Issue ◽  
Specific Knowledge ◽  
Chinese Management ◽  
Indigenous Management ◽  
Cultural Boundaries

This commentary discusses the four articles in this special MOR issue on indigenous management research in China. It begins by recognizing the importance of indigenous research not only for understanding the specific knowledge of local phenomena, but also for advancing general theoretical knowledge across cultural boundaries. Challenging to undertake, we propose a method of engaged scholarship for conducting indigenous research. The four articles in this special issue provide good examples of applying principles of engaged scholarship in their indigenous Chinese management studies.

The Unique Value of Yin-Yang Balancing: A Critical Response

2014 ◽  
Vol 10 (02) ◽  
pp. 321-332 ◽  
Author(s):  
Peter Ping Li
Keyword(s):  
Common Ground ◽  
Indigenous Research ◽  
Management Research ◽  
Chinese Management ◽  
Indigenous Management ◽  
Critical Response ◽  
Yin Yang ◽  
Cognitive Frame ◽  
Positive Perspective ◽  
The Common

I welcome any well-informed debate over the unique value of Yin-Yang as a cognitive frame in the development of Chinese indigenous management research. The commentary by Xin Li to engage in a debate is timely. Xin Li and I share the same premise that ‘we need indigenous Chinese management research to offer new insights and contribute to the development of truly universal theories’ (Li, X., 2014: 8). That is the common ground upon which we can debate over how best to engage in indigenous research with confidence in balance so as to avoid both overconfidence and under-confidence.Where we depart from the above common ground is our different perspectives about the value of the Yin-Yang frame. Xin Li challenges my positive perspective on the unique value of the Yin-Yang frame on several dimensions. First, he characterizes my perspective as ‘both/and’ in sharp contrast to Aristotle’s ‘either/or’ logic. Second, he characterizes my perspective as arguing that ‘Yin-Yang thinking is superior to other logical systems and philosophies’ (Li, X., 2014: 8). Third, he implies that my perspective on the Yin-Yang frame is essentially a claim that ‘Westerners cannot think in a non-either/or way’ (Li, X., 2014: 8). Fourth, the above challenges are based upon his basic claim that the Yin-Yang frame is just one form of dialectical framing (Li, X., 2014). Based on these claims, Xin Li warns against the ‘danger of overconfidence’ among Chinese management scholars (Li, X., 2014: 8).

scholarly journals Qualitative case study in pedagogical research: Cognitive possibilities and limitations

2008 ◽  
Vol 40 (2) ◽  
pp. 239-256 ◽  
Author(s):  
Slavica Sevkusic
Keyword(s):  
Theory Development ◽  
Reliability And Validity ◽  
Individual Case ◽  
Research Process ◽  
Research Approach ◽  
Case Method ◽  
Scientific Status ◽  
Methodological Procedures ◽  
Pedagogical Research

This paper discusses the cognitive possibilities and limitations of case study, as a qualitative research approach, and the fields of its application in studying pedagogical problems. Special attention is paid to different ways of defining and usual criticism pointed at this strategy in methodological literature of recent date: (1) general, theoretical (context independent) knowledge is much more valuable from actual, practical (context dependent) knowledge; (2) one cannot perform generalizations based on an individual case and therefore case study cannot contribute to the development of science; (3) case study is the most useful in generating hypotheses, that is, for the first phase of research process, while other methods are more suitable for testing hypotheses and building a theory; (4) case study tends to be partial towards verification, that is, the tendency of a researcher to confirm his/her previously established concepts; (5) it is often very difficult to present in brief the specific case study, and especially difficult to deduce general suggestions and theories on the basis of a specific case study. The objections, therefore, regard the possibility of theory development, reliability and validity of the approach, or doubt in its scientific status. The author of this paper discusses the justifiability of these objections and points out to different methodological procedures of arranging and analyzing the data collected for studying the case, which contribute to the reliability of this research approach. As a general conclusion, it is stated that the case method contains all the features relevant for studying pedagogical phenomena: preservation of the integrality of the phenomenon, appreciation of its context, developmental dimension and complementariness of different data sources.

Interview with Dr Bor-Shiuan Cheng: a mindful leader with persistence (part I)

2015 ◽  
Vol 6 (1) ◽  
pp. 91-100
Author(s):  
Jie Ke
Keyword(s):  
Career Development ◽  
Career Paths ◽  
Design Methodology ◽  
Management Research ◽  
Content Type ◽  
Chinese Management ◽  
The Road ◽  
Career Direction

Purpose – This paper reports the first part of a recent interview with Dr Bor-Shiuan Cheng on his values, beliefs or thoughts on how to lead a fulfilling life as a person and a researcher. Design/methodology/approach – This paper is based on a recent interview with Dr Bor-Shiuan Cheng. Findings – Life is a journey of discovering our purpose and fulfilling our own destiny. Once Dr Cheng decided his career direction after trying out different alternatives, he sticks to it and makes the best out of it. His choice of majoring in psychology became a basis for the contributions to Chinese management research. Research limitations/implications – Dr Cheng’s life and career paths showcased a successful scholar who keeps doing one thing in his life, being himself, being focused and persistent. His experience may inspire and encourage junior scholars for career development. Originality/value – The interview presents the life and career paths of Dr Cheng, who has chosen to take a road less traveled and enjoyed different views along the road.

Contextualizing or decontextualizing? The peril of using Western social capital scales in China

2014 ◽  
Vol 5 (1) ◽  
pp. 32-50 ◽  
Author(s):  
Sherry L. Avery ◽  
Judy Y. Sun ◽  
Patricia M. Swafford ◽  
Edmund L. Prater
Keyword(s):  
Social Capital ◽  
Master Of Business Administration ◽  
Indigenous Research ◽  
Management Research ◽  
Measurement Scales ◽  
Content Type ◽  
Chinese Context ◽  
Chinese Management ◽  
The Difference ◽  
Post Hoc

Purpose – The purpose of this study is to promote Chinese indigenous research by examining a case in which adopting social capital (SC) scales developed in the Western context for Chinese samples can decontextualize inter-firm guanxi management in the Chinese context. Design/methodology/approach – Adopting the existing Western scales to measure SC, we collected data from Chinese executives participating in executive master of business administration programs on buyer–supplier relationship. Using the same items and data source, we identified post hoc factors representing guanxi dimensions. Ordinary least squared regressions were used for both guanxi and SC dimensions to test the hypotheses. Findings – Our analysis showed that Chinese natives responded to the Western SC items according to their understanding and mindsets rooted in guanxi. This was evidenced by the results from the post hoc-derived guanxi dimensions with the same data, which show better regression results for the hypotheses tested, although the construct validity was comparable. Adopting Western SC measurement scales deconceptualized the intricate Chinese context and inter-firm interactions. Research limitations/implications – It is inappropriate to borrow Western-developed scales for Chinese HRM research due to intricate differences in contexts. Doing so may run the risk of ignoring the Chinese context regarding the mechanisms and processes of complex human interactions, although it may produce superficial results consistent with the Western literature. Developing indigenous measurement scales should be considered not only as a preference but also as a requirement for Chinese management research. Originality/value – We empirically compared the difference between Western-developed measurement scales and a Chinese indigenous construct, as well as their impact on relationship management in relation to indigenous Chinese management research.

Learning by Doing: Emerging Paths of Chinese Management Research

2009 ◽  
Vol 5 (1) ◽  
pp. 107-119 ◽  
Author(s):  
Shuming Zhao ◽  
Chunyan Jiang
Keyword(s):  
Learning By Doing ◽  
Management Research ◽  
Chinese Management ◽  
Chinese Scholar ◽  
The Road

This commentary reviews Chinese management research since its beginning more than thirty years ago and considers the emerging paths that contemporary scholars may follow. Following Barney and Zhang's (2009) article as well as Whetten's article (2009) in this issue, we first clarify what the two paths (a theory of Chinese management and a Chinese theory of management) would mean for the Chinese scholar. We then discuss the possible interplay between these two paths and suggest it is time to take the road less travelled rather than to over-travel the more popular road. We conclude that practice will prove the final judge on the paths pursued and that the insights from the Barney and Zhang and Whetten articles help sharpen our understanding of the challenges.

Advancing Indigenous Management Theory: Executive Rationale as an Institutional Logic

2015 ◽  
Vol 11 (2) ◽  
pp. 179-203 ◽  
Author(s):  
Gordon Redding ◽  
Michael A. Witt
Keyword(s):  
The United States ◽  
Management Theory ◽  
Institutional Logic ◽  
Management Research ◽  
Indigenous Management ◽  
Elite Group ◽  
Managerial Action ◽  
Integration Mechanisms ◽  
Formal Integration ◽  
Promising Avenue

ABSTRACTWith this perspective paper, we seek to help open up an additional and, we believe, especially promising avenue for indigenous management research. We explore the potential for progress through the investigation of executive rationale, an institutional logic guiding managerial action and enabling strategies, structures, and formal integration mechanisms. Drawing on interviews with an elite group of executives including some of the world's most powerful managers, we illustrate variance in executive rationale across five major economies – Germany, Hong Kong, Japan, South Korea, and the United States – and suggest that action and structures in these economies are broadly aligned with the respective expressions of executive rationale. We consequently hold that indigenous management research may benefit from a focus on executive rationale in particular, and we propose a concrete research agenda.

scholarly journals Interactive research: concepts, contributions and challenges

2020 ◽  
Vol 31 (8) ◽  
pp. 1517-1537
Author(s):  
Per-Erik Ellström ◽  
Mattias Elg ◽  
Andreas Wallo ◽  
Martina Berglund ◽  
Henrik Kock
Keyword(s):  
Theory Development ◽  
Research Process ◽  
Research Approach ◽  
Practical Case ◽  
Dual Tasks ◽  
Sustainable Operations ◽  
Content Type ◽  
Individual Level ◽  
Societal Needs ◽  
The Individual

PurposeThis paper introduces interactive research as an emerging approach within a broad family of collaborative research approaches in management and organization research. Interactive research is a way to contribute to the dual tasks of long-term theory development and innovation and change processes in organizations. One of the distinguishing features of interactive research is a focus on continuous joint learning processes between the researchers and the involved practitioners.Design/methodology/approachThe basic concepts, contributions and challenges of the interactive research approach are presented and illustrated in the present paper through a practical case, the HELIX Centre.FindingsInteractive research is a way to advance scientific knowledge about the development of new types of work organizations and the development of sustainable operations. The multi-disciplinary and interactive research approach at HELIX has made it possible to reach a high degree of both rigour and relevance in research questions and projects. The authors identified five principles from the HELIX case that were instrumental in accomplishing the dual tasks of interactive research.Originality/valueThe interactive research approach is a powerful method of collaboration between different stakeholders throughout the research process. This type of research makes it possible to interact at various levels of research, from the programme level, to research and development projects, to the individual level. The results from interactive research should not only be considered traditionally valid but also valid in relation to organizational and societal needs.

Application of Mixed Methods in Health Services Management Research: A Systematic Review

2021 ◽  
pp. 107755872110303
Author(s):  
Shoou-Yih D. Lee ◽  
Bradley Iott ◽  
Jane Banaszak-Holl ◽  
Shu-Fang Shih ◽  
Minakshi Raj ◽  
...  
Keyword(s):  
Systematic Review ◽  
Mixed Methods ◽  
Health Services ◽  
Mixed Methods Research ◽  
International Health ◽  
Research Process ◽  
Research Approach ◽  
Management Research ◽  
High Degree

Mixed methods research (MMR) is versatile, pragmatic, and adaptable to constraints and opportunities during a research process. Although MMR has gain popularity in health services management research, little is known about how the research approach has been used and the quality of research. We conducted a systematic review of 198 MMR articles published in selected U.S.-based and international health services management journals from 2000 through 2018 to examine the extent of MMR application and scientific rigor. Results showed limited, yet increasing, use of MMR and a high degree of correspondence between MMR designs and study purposes. However, most articles did not clearly justify using MMR designs and the reporting of method details and research integration were inadequate in a significant portion of publications. We propose a checklist to assist the preparation and review of MMR manuscripts. Additional implications and recommendations to improve transparency, rigor, and quality in MMR are discussed.

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