Chinese and singapore culture修改后

Hangzhou Dec 1th 2010 Achieve Harmony In Global Context —— Chinese Culture Zhou Jia & Hora Tjitra

1 Guideline Of Chinese Culture 2 ,[object Object],5 ,[object Object],6 ,[object Object],7 ,[object Object],8 2 Culture Guide People’s Behavior 10 3 Apply Chinese Culture Into Cross-Culture Situation 13 4 Reference 15 5 Project Information 19

Guideline Of Chinese Culture Confucianism Confucianism-I Ching Guanxi Change Zhongyong Family Other Authoritarian Face behavior Harmony

General Explanation of The Guideline 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. ) ng a Maintaining a harmonious relationship is personal goal (Hwang, 1997-1998 ) intainig a harmonious relationship is personal goal(Hwang, 1997-1

Confucian Harmony: Embodies Disagreement And Open Debates ,[object Object],[object Object],[object Object],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

Guanxi: A Strong Network ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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).

Mianzi : Instrument To Maintain Harmonious ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

I Ching: Change and ZhogYong ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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

Researches under Philosophy &Business Contexts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Researches Under Management Context ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Apply Chinese Culture Into Cross-Culture Situation

Bring Chinese Into Global Context

Suggestion ,[object Object],[object Object],[object Object]

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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.” In tercultural 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.

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Global Competence for Asian Leaders ,[object Object],[object Object],[object Object],Hora Tjitra Hana Panggabean Juliana Murniati Quan HE Jiewei ZHENG Chaohui ZHANG Teng SHENTU Jia ZHOU Xiaojuan WANG Dan ZHAO Xixie ZHANG Sebastian Partogi Yuanbo LIU Tayyibah Mushtaq Research Partners: 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.sg

Thank You Contact us via … Mail: [email_address] Follow:zhou1986@sinau.me Website: http://sinau.me/h i

Chinese and singapore culture修改后

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