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

Runtian Jing, Andrew H. Van de Ven

Research output: Contribution to journalArticlepeer-review

42 Scopus citations

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), the action strategies of ying-shi (leveraging momentum) and zao-shi (building momentum), and the dialectics of nonaction. 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.

Original languageEnglish (US)
Pages (from-to)29-54
Number of pages26
JournalManagement and Organization Review
Volume10
Issue number1
DOIs
StatePublished - Mar 1 2014

Keywords

  • Chinese culture
  • Organizational change
  • Situational momentum
  • Yin-yang view
  • shi

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