Translating Intervention: When Corporate Culture Meets Chinese Socialism

Chan, A; Clegg, S; Warr, M

Translating Intervention: When Corporate Culture Meets Chinese Socialism

Chan, A Clegg, S

Warr, M

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Publication Type:: Journal Article
Citation:: Journal of Management Inquiry, 2018, 27 (2), pp. 190 - 203
Issue Date:: 2018-04-01

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Field	Value	Language
dc.contributor.author	Chan, A	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Warr, M	en_US
dc.date.issued	2018-04-01	en_US
dc.identifier.citation	Journal of Management Inquiry, 2018, 27 (2), pp. 190 - 203	en_US
dc.identifier.issn	1056-4926	en_US
dc.identifier.uri	http://hdl.handle.net/10453/111752
dc.description.abstract	© 2017, © The Author(s) 2017. Under socialist development, the contemporary Chinese Communist Party (CCP) refashions thought management with a changed message. The Party increasingly promotes Chinese cultural values, through a policy of designed corporate culture programs within state-owned and private enterprises. The culture is one that inculcates corporate cultural values “imported” from corporate culture discourses in the Western business world. A curious “translation of ideas” has occurred, ideas that have traveled from the Korean Peninsula and War, through the boardrooms of corporate America and into the mundane practices of the CCP, to build corporate culture. At the core of this culture are practices that Schein has termed coercive persuasion. This article discusses the role of coercive persuasion in two sites: (a) China’s state-owned enterprises and (b) private businesses and social organizations. We conclude that as ideas travel, they may change in substance, whereas in form and functionality, they remain surprisingly similar.	en_US
dc.relation.ispartof	Journal of Management Inquiry	en_US
dc.relation.isbasedon	10.1177/1056492617696888	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Translating Intervention: When Corporate Culture Meets Chinese Socialism	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	27	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	27	en_US

Abstract:

© 2017, © The Author(s) 2017. Under socialist development, the contemporary Chinese Communist Party (CCP) refashions thought management with a changed message. The Party increasingly promotes Chinese cultural values, through a policy of designed corporate culture programs within state-owned and private enterprises. The culture is one that inculcates corporate cultural values “imported” from corporate culture discourses in the Western business world. A curious “translation of ideas” has occurred, ideas that have traveled from the Korean Peninsula and War, through the boardrooms of corporate America and into the mundane practices of the CCP, to build corporate culture. At the core of this culture are practices that Schein has termed coercive persuasion. This article discusses the role of coercive persuasion in two sites: (a) China’s state-owned enterprises and (b) private businesses and social organizations. We conclude that as ideas travel, they may change in substance, whereas in form and functionality, they remain surprisingly similar.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/111752