臺灣博碩士論文加值系統

西方的「機能主義」深植於西方文化之中，它是西方哲學的產物。它所建構的思維角度，深刻的影響了東方的文化與管理邏輯。但是，這種美國霸權主義的經驗論，漠視了文化基本假設的差異性，狹隘了文化的廣度與深度；且在學術理論上受縛於西方文化之實證主義的精確要求，不僅侷限了自己的知識創造，更阻礙了跨國經營的決策與績效管理。中國具有絕然不同的固有文化與哲學遺產，雖已引起西方學者的注意，仍然被視為是古老、世俗、且形而上的玄學。本論文旨在探討中國文化的內涵，經由對其基本價值體系的解析，找到中國社會文化的特有產物－「關係」，並發現其具有因應多變的經濟環境的彈性機制。這樣的調適能力使中國人個人不僅得以在逆境中生存，團體更因「關係」的內聚力而壯大。於是作者走訪產業，分別就服務業與製造業進行數次深訪，然後再以問卷確認第一線人員對「關係」的認知與應用。研究發現，「關係」不僅是個人在社會中與他人的連結，它同時也是啟動人際網絡的開關。就如同是複雜理論的調適系統，團體雖由個體所構成，但是在人際關係的密切互動及關係圈的相互聯繫下，結構了中國社會的彈性機制，使其具有因應外界動盪變化的調適能力。這種具有中國文化特質的調適系統強化組織的應變能力，有其正負面的效應，應予以謹慎運用，納入企業的決策與管理，使之成為企業的國際競爭優勢。

Functionalism is rooted in Western culture. It is a product of Western philosophy that configures a way of seeing, an ideology or worldview, that often is imposed out of cultural context to the study of Chinese culture and management. But this cultural myopia is the hegemony of American logical empiricism, which not only limits itself to “knowledge production”; but also distorts its view in cross cultural business management. As a result, conceptualization in management theory, including cultural conceptualization itself, appears to be culture-bound within the Western subculture of rigorous scientific positivism. The Chinese have a substantively different indigenous philosophical inheritance. Chinese philosophy is characteristically secular and places less emphasis, in comparison to Western philosophy, upon foundational, metaphysical reality. The purpose of this research is to study the context of Chinese culture on the basis of its value structure and seek for its unique socio-cultural product, guanxi and its adaptive mechanism to outer environmental changes. Surveys are conducted with questionnaires designed in accordance with the deep interviews of senior managers, and responded by the first line employees. Results of the analysis from the data collected, it is found that “guanxi” in Chinese society is not just an interpersonal link; it is also the ‘switch’ to social networks of guanxi chuens. With which, the Chinese is able to not just survive through difficulties; moreover their groups grow stronger for the national solidarity constructed with guanxi. Just as the adaptive system described in the Complexity theorem, under the frequent interaction of these social assemblies, individuals unite together through guanxi link and guanxi chuens in facing changes and dealing with problems with integral strength, which in turn develops its flexibility as an adaptive system. Reinforcing the organizational competence, ISOLINK, this particular Chinese cultural characterized adaptive mechanism should be taken into account in business decision making and management to make a firm internationally competitive, though it has to be handled with caution since it is a sword with double edges.

TABLE OF CONTENTS
摘要............................................................................................................................................I
ABSTRACT..........................................................................................................................II
CONTENTS........................................................................................................................III
FIGURES..........................................................................................................................................V
TABLES................................................................................................................................VI

I. Introduction
1.1 Research Background and Motivation..........................................................1
1.1.1 Organizations in view of complexity concepts...................................................1
1.1.2 Guanxi, the social norm of role-context for Chinese...................................... 2
1.1.3 Guanxi network......................................................................................................3
1.1.4 Guanxi and its network in business....................................................................... 5
1.2 Research Purpose...........................................................................................................6
1.3 Research method and structure.......................................................................6
II. Literature Review......................................................................................................8
2.1 Social phenomenon of Guanxi..........................................................................8
2.2 Previous studies on Guanxi..............................................................................11
2.3 Social networking –Guanxi vs. SNT..................................................................15
2.3.1 SNT and Complex adaptive system...................................................................16
2.3.2 Cultural value of Guanxi network in contrast with SNT.............................17
2.3.3 Guanxi in business via cultural analysis.........................................................18
2.3.3.1 Basic assumptions...........................................................................................25
2.3.3.1.1 External adaptation..............................................................................26
2.3.3.1.2 Internal Integration..............................................................................30
2.3.3.1.3 Linking assumptions: space, language, time............................................33
2.3.3.1.4 Interrelated cultural assumptions....................................................... .35
2.4 Guanxi and its mechanism in view of the complex adaptive system.........................................................................................................................36
2.4.1 Small world and Guanxi networks...............................................................36
2.4.2 Chaxugeju and adaptability..............................................................................37
III. Research Method.......................................................................................................40
3.1 Research domain and limitation..................................................................................40
3.2 Theory of ISOLINK...........................................................................................................41
3.2.1 The ISOLINK development of guanxi chuen..................................................44
3.2.2 Guanxi Reinforcement..........................................................................................47
3.2.3 The Metaphor of Guanxi......................................................................................47
IV. Case study & survey...................................................................................................49
4.1 Conflict management: Guanxi Ensures the Service Quality
--the insurance industry in Taiwan...........................................................................50
4.2 Interfirm collaboration: Guanxi and Its Role in Business
--an Empirical Investigation in Insurance Industry................................................54
4.3 Leadership and performance: Guanxi Management in View of Complex Adaptive System--a Case Study of Taiwanese ODI in China.................................59
4.4 Quality Management: “Chaxugeju differentiates service quality”.........................63
4.5 Personal interview and cases in practice: a deep interview with senior managers in insurance industry.................................................................................................67
V. Conclusion and implication...............................................................................................71
VI. Future perspective......................................................................................................73
VII. Reference........................................................................................................................74
VIII. Appendix.........................................................................................................................85
























FIGURES
Figure 1 Research structure.....................................................................................................7
Figure 2 Micro-meso-macro exchange systems........................................................................15
Figure 3 Culture tree...............................................................................................................18
Figure 4 Key dimensions of culture........................................................................................25
Figure 5 Underlying cultural assumptions................................................................................26
Figure 6 Strong/weak links.........................................................................................................37
Figure 7 Chaxugeju and networking.............................................................................................38
Figure 8 The ISOLINK network development I...................................................................................................44
Figure 9 The ISOLINK network development II.......................................................................45
Figure 10 The ISOLINK network development III...................................................................45
Figure 11 The ISOLINK network development of Guanxi chuen..............................................46


























TABLES
Table 1 Cultural orientation -- Kluckholn and Strodtbeck.....................................................20
Table 2 Implications of the Kluckhohn-Strodtbeck model for management.......................21
Table 3 High-/low-context cultures...............................................................................................23
Table 4 Value characteristics......................................................................................................39
Table 5 The significant factors of Guanxi skill set.................................................................43
Table 6 The ‘Similarities’ of ISOLINK.........................................................................................46

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