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As a typical American Product, the Human resource management (HRM) system provides a strong sense of equity, of a trustworthy exchange relationship, and alleges that assessment and promotion mainly depend on an individual’s merits. The critical perspectives of HRM reveal that the “soft” HRM offers a smokescreen for “hard” HRM to cover its unchanged reality, which emphasizes rationality, individualism, control and short-term orientation. This article analyzes the underlying philosophy of HRM, which offers the fundamental theoretical support for it, from four aspects: individualism, meritocracy, rationality and short-termism.
Much of conventional organizational thinking and practice has been dominated by a belief in stability, with change deemed a disruptive and temporary aberration in the larger scheme of things. This mindset ignores the dynamic, living complexity of organizational life and very likely leads to static management approaches which hinder and sometimes even destroy an organization’s effectiveness by restricting its ability to adapt to turbulent and chaotic events. The Chinese notion of shi is embedded in the ancient Chinese appreciation of reality, which saw change and transformation as an endless flow and an essential feature of the universe; shi is implied by the process of change and can be made to act in one’s favor. As a strategy, shi offers us salutary lessons in modern organizational research and practice: rather than merely trying to control every chain of management and avoid chaos and uncertainty by relying on planning and modeling, organizations should also maintain a tentative and alert sensibility concerning the inherent potential of the changing situation, and should be carried along by it as it evolves.
In this paper the habitat structure and ecology of Presbytis françoisi and Presbytis leucocephalus are compared. Observations were made of the two langur species in areas of southwest Guangxi province in which the langurs occur but are not sympatric. The results showed that the habitat of P. leucocephalus differs from that of P. françoisi and that the habitat in western areas was different from that in eastern areas in terms of vegetation and other criteria. P. françoisi was limited in its distribution to localities at higher altitudes, in contrast to P. leucocephalus. This may be due to human activities such as crop cultivation and logging. With respect to its activity pattern, P. leucocephalus spent 51.8% of its day in the trees and 48.2% on the rocky substrate. The results of this study suggest that Presbytis may best be regarded as a semiarboreal form.
Abstract
This paper examines organizational changes in Founder Group during 1999–2008, one of the leading computer manufacturers in China. It aims to reveal the basic logic behind the top management team's behaviors for organizational change in firms facing difficulties. Results show that building a strong management team is a prerequisite for successful organizational changes. Furthermore, there is evidence indicating that top managers should make strategic adjustment, and seek solution to cash-flow-related problems to achieve successful organizational transition.
A new species of pagurid hermit crab, Pagurus liui sp. nov., is described from the South China Sea. It is most closely similar to Pagurus imaii (Yokoya, ), but the endopod of the maxillule recurved and the absence of spines on the ventral surface of the propodus of the pereopods can easily distinguish the new species from P. imaii. The new species is placed in the “capillatus” group of Pagurus.
A new species of the genus Turleania McLaughlin, , T. sinensis sp. nov., is described and illustrated. This new species is morphologically similar to T. senticosa, but differs from that species in having nine pairs of quadriserial gills, and in having the ventromesial margin of the ischium of both chelipeds armed with large, prominent spines. This is the tenth species in this genus, and the first record of the genus from the China Sea. An identification key to species of Turleania is provided.
This paper highlights the internecine struggle within the top management team in listed companies in China. Drawing on a power perspective, we longitudinally examine the antecedents of CEO dismissal followed by inside succession in dual-path CEO career. It examines the influence of followers’ power on the dismissal of incumbent CEO and demonstrates the liability of newness and outsiderness, which is strengthened by the power of followers. It also highlights conflicts of interest and competition within the top management team and the joint effects of followers’ power on both the liability of newness and outsiderness.