A Confucian approach to wellbeing and social capital development 英语论文.doc

A Confucian approach to well-being and social capital development Abstract Purpose – This paper aims to discuss and demonstrate the synergies between the western concept of corporate social responsibility that is emerging from a background of individualism and market competition, and the traditional values of Chinese Confucianism, as applied to managerial practice. Design/methodology/approach – The paper is primarily theoretical in perspective. It also draws upon interview data derived from an in depth study of a large state-owned corporate group in China in order to demonstrate the model that is known as modern Confucian entrepreneurship. Findings – Adherence to Confucian values was demonstrated by both manager and employee interviewees. However, Chinese managers also need to reform some practices as they move into the international market place. As western managers, at the same time, increasingly seek to increase their social capital it is clear that Chinese and western managers can learn from each other. Research limitations/implications – The examples drawn upon in this paper come from a state-owned corporation. Indications are that smaller, privately owned companies in China are more aggressively adopting market models built upon competitive individualism. Further research is needed to develop comparisons. Practical implications – The paper suggests a hybrid model of business management that combines aspects of both western and Confucian-based management styles that are proven to be successful in building social capital. It also suggests that fundamental change needs to be effected through business school teaching. Social implications – The paper urges a more collective view of management that is built upon trust and focuses on employee and social wellbeing. Indications are that increased wellbeing generates more cohesive, productive and happier societies. Originality/value – The introduction of interview data provides unique insight to Confucian values in practice in a modern Chinese company. Keywords Corporate social responsibility, Confucianism, Modern Confucian entrepreneurship, Employee wellbeing, Social capital, Managers, China Paper type Research paper Introduction Issues of sustainability and corporate social responsibility (CSR) are increasingly on the business agenda, particularly in western countries where businesses and governments have had to respond to repeated failures of the neoliberal free market model, dominant since the 1970s and 1980s. Neoliberal economics are premised upon ideologies of individualism: the role of the state is reduced, and the individual takes responsibility for his or her own welfare. It is the individual that shapes society. A notable example of free market failure is that of “third tier” finance companies within the USA and elsewhere that has led to global economic recession. For companies, the movement towards CSR is largely linked to competitive advantage and profit, directly or indirectly, through issues of organisational reputation and legitimacy as stakeholders question the social and environmental impacts of doing business (Bonini et al., 2008; Gonzalez-Benito and Gonzalez-Benito, 2010). Thus CSR is framed in terms of a “business case”: do well by doing good (Hart and Milstein, 2003; Porter and van der Linde, 1995; Zadek, 2004). While the CSR movement is well underway, with varying success, in western democracies, pressure from western markets has resulted in the emergence of a similar movement in China. Paradoxically, however, key principles of CSR have been embedded in Chinese business practice for over 2,500 years through its adherence to Confucian principles. China probably now stands closer to the international community than at any other point in its history, with growing leadership in the world’s economy. However, this also opens China up to increased scrutiny of its environmental and social practices. Although many have discussed China’s economic development, as well as the influences of Confucianism in business, few have closely examined these influences in practice. This paper provides unique insight into organisational social practices of employee relationships within a state-owned Chinese corporation. It explores the application of Confucian principles in the company with a view to comparing them with the western view of CSR. Chinese political influence on organisational practices Deng Xiaoping has adopted an open door policy for China. However, rather than embrace the neoliberal free market model, he has pursued a model of socialism with Chinese characteristics, embracing the idea of a socialist market economy “characterised by increased competition and the elimination of mandatory planning but not necessarily by the replacement of state ownership with private ownership, as in a capitalist system” (Zapalska and Edwards, 2001, p. 2). The Chinese economic system today is based on pub。