Yin-yang dialectics and communitarianism in cross-cultural management research

Applying a Yin-Yang Perspective to the Theory of Paradox: A Review of Chinese Management

This paper examines the paradox in management through the yin–yang lens and how to apply the yin–yang perspective in Chinese indigenous management research through a literature review. Compared with several western philosophical perspectives, yin–yang places more emphasis on the interaction of interdependent contradictions and better describes the complex dynamics of both contradictions. Our review finds that the scholars propose yin–yang as a supplement to and an optimization of western management. The review focuses on connecting the yin–yang perspective with the paradox in management, cross-cultural management, and practice of organizational management.

The Eastern construction of paradoxical cognitive framework and its antecedents: a Yin–Yang balancing perspective

Purpose

In the face of external paradoxical requirements, the cognitive framework of managers and employees use to perceive, interpret and reconstruct information is important to ease anxiety and improve job performance. The Yin-Yang balancing of eastern philosophical thought is particularly good at explaining and predicting changes and conflict environments. For this reason, this study aims to propose the eastern construction of the paradoxical cognitive framework based on the Yin-Yang balancing theory and its antecedent framework.

Design/methodology/approach

This paper contrasts the similarity and differences between Chinese and Western philosophy’s thoughts on paradoxes. On this basis, the eastern construction of the paradoxical cognitive framework is proposed. Then, the paper puts forward the antecedent framework of managers’ cognitive framework and employees’ paradoxical cognitive framework.

Findings

This paper proposes the eastern construction of the paradoxical cognitive framework includes the following three dimensions: the unity-in-diversity of paradoxical elements, the asymmetric balance of paradoxical elements and mutual transformation of paradoxical elements. In addition, this paper proposes an antecedent framework of the eastern construction of the paradoxical cognitive framework – the paradoxical requirement of organizational environment exerts a direct impact on managers’ and employees’ paradoxical cognitive framework; managers’ paradoxical cognitive framework has a positive impact on paradoxical leadership; paradoxical leadership exerts an indirect impact on employees’ paradoxical cognitive framework through the collective paradoxical cognitive framework; paradoxical leadership directly affects employees’ paradoxical cognitive framework.

Research limitations/implications

This paper focuses on comparing the similarities and differences of the individual paradoxical cognitive framework in Chinese and Western cultures and proposes the eastern construction of the paradoxical cognitive framework and its antecedent framework. Future research needs to further verify the theoretical framework proposed in this paper.

Originality/value

This paper makes a detailed comparison of the paradox views in Chinese and Western philosophy. It is the first to propose the eastern construction of the paradoxical cognitive framework and its antecedent framework, laying a theoretical foundation for future empirical research.

Exploring culture as a paradox: complementary QUEUE analysis of cultural values and practices

Purpose

The purpose of this paper is to present the proposition that culture in international management has been dominated by a “Western dualism to measuring culture” (Caprar et al., 2015, p. 1024), which has resulted in severe problems and persistent limitations. The suggestion is that cultural research can be more productively conceived as a paradox involving a duality between two contrasting yet co-determined spheres or domains.

Design/methodology/approach

The paper provides an outline of culture as a paradox and an outline of a research approach to address the dualities of culture.

Findings

A cultural duality is described, which involves a paradoxical “yin-yang” relationship between two contrasting yet mutually constituted aspects of the collective mind. One domain, which involves conscious cognitive elements has dominated research characterized by positivism and empirical cross-cultural explorations of phenomenological cultural values. The second, more recondite domain, involves unconscious and embodied cultural phenomena, which are more tacit and hidden in indirect expression through communicative interaction, exchanges of symbolic representations and embodied behaviour in context.

Research limitations/implications

A methodological duality of qualitative and quantitative mixing in order to provide a bi-focal understanding of both tacit and explicit aspects of culture is proposed as a research agenda.

Originality/value

The suggestion is that these cultural shadows have been relatively neglected thus far in cross-cultural management research. This means that in order to better comprehend culture as paradox, an equalization of approaches sensitive to both sides of the duality is prescient. In pursuit of this idea, a complementary qualitative analysis directed at more nebulous cultural phenomena is proposed in order to provide a balanced analysis of culture as paradox.