دانلود رایگان مقاله مدیریت بحران شرکت های بزرگ در چین

Abstract

Why has the incidence of corporate crisis risen markedly in China? Why are foreign firms frequently targeted by the Chinese authorities and how should they deal with it? Addressing these pivotal questions is essential for effective management of corporate crisis in the Chinese market. Herein, we describe the background of relevant institutional and market environments in China. Then we introduce three prominent principles deeply rooted in Chinese thinking and business practice–— sentiment, reason, and law–—and pinpoint how they relate to crisis management. Several cases drawn from well-known corporate crises are utilized to illustrate the dynamic relationships among these three fundamental principles. We proceed to highlight the importance of sentiment and emphasize the delicate balance between sentiment and law. Finally, we elaborate how different forms of institutional capital and social media can be employed to manage sentiment, reason, and law so as to curtail and tackle corporate crisis.

5. Conclusion

Managing corporate crises in China requires a clear understanding of the unique Chinese institutional environment. Rooted in age-old Chinese philosophy as well as in a broader, contemporary culture, the three well-established principles of sentiment, reason, and law constitute the essence of fundamental thinking when handling a corporate crisis in China. The Chinese tend to adopt this hierarchical sequence of sentiment-reason-law, as opposed to law-reason-sentiment for Westerners. Sentiment is the top priority in China, although law is generally observed and respected. Merely relying on law is often ineffective or useless in handling a crisis in Chinese society. Reason is an indispensable key to achieving a fine balance between sentiment and law. And it is essential for managers to pay close attention to the context in which a crisis unfolds and act, accordingly, in a Chinese way. Managers are better prepared to prevent and mitigate a crisis if they learn how to manage sentiment, reason, and law by nurturing, accumulating, and leveraging institutional capital built on strong governmental, professional, and business ties. In the same vein, managers should effectively employ social media to more completely understand customers and their sentiments, exert influence on relevant stakeholders, and maintain a delicate balance among sentiment, reason, and law so as to prevent and tackle corporate crisis in a timely, culturally appropriate, and effective manner.