Chinese strategic thinking on competitive conflict: insights from Yin-Yang harmony cognition. Issue 5 (22nd June 2018)

• Record Type: Journal Article
• Authors: Chin, Tachia; Rowley, Chris; Redding, Gordon; Wang, Shouyang
• Is Part Of: International journal of conflict management. Volume 29:Issue 5(2018)
• Page Start: 683
• Page End: 704
• Publication Date: 2018-06-22
• Subjects: Higher education -- Strategy -- Conflict -- Paradox -- Yin-Yang harmony; Conflict management -- Periodicals; Industrial relations -- Periodicals; Negotiation -- Periodicals; Social conflict -- Periodicals; Diplomatic negotiations in international disputes -- Periodicals; 303.6905
• DOI: 10.1108/IJCMA-09-2017-0101
• Languages: English
• ISSNs: 1044-4068

Abstract

Abstract : Purpose: Grounded in Yijing, the wellspring of Chinese philosophies, this research aims to propose a novel interpretation of the indigenous Yin-Yang harmony cognitive framework, and to elaborate on how to use it as a meta-theorising tool to characterise the conflicting yet complementary dynamics of strategy, commonly seen as the prominent feature of Chinese strategic thinking. Design/methodology/approach: Using the Yin-Yang harmony approach (i.e. Yin as the endogenous factors and Yang the exogenous factors), the authors first put forward eight paradoxical situations facing Chinese organisations as per the changing paradigm of Yijing. Then the authors use the thick description model as a roadmap to identify three evolving trajectories in Chinese higher education (HE) system. Finally, they raise four strategic propositions regarding how competing HE institutes handle the conflicting yet complementary dynamics in China. Findings: Results show that the main strategic choices used by two different types of higher education institutes to cope with the current high-level uncertainty and competition could be described in terms of the two "Qian" and "Li" strategic situations, respectively. More details are discussed in the four propositions. Research limitations/implications: This research brings potentially valuable implications for global regulators, policymakers, providers and other stakeholders through better understanding of HE-related issues, as well as certain distinct conceptual complexities in terms of developing strategies in China. It implies potentially significant differences in cognition between East and West, and illustrates what may be their workings. Originality/value: This indigenous eight-dimensional paradigm demonstrates the conflicting yet complementary dynamic gestalt of organisational strategic choices that may only be realised in Chinese terms, and that cannot be elucidated by theories purely derived from Western experience. It thus can foster the transfer of understanding between the East and West and open a new chapter for future research.