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Abstract
Widespread corporate scandals involving corruption, environmental pollution, IP theft and food/product safety demonstrate that Corporate Social Responsibility (CSR) has not yet taken root among Chinese business firms. One major reason is that Chinese managers view CSR as a foreign concept, an externally imposed set of rules, that fails to resonate with their internal worldview. This paper proposes a new approach to CSR based on 'vital energy' (qi) circulating within an organically integrated moral cosmos (dao)—a traditional Chinese ecological worldview that overcomes cultural barriers to acceptance, while simultaneously drawing on insights from contemporary behavioural economics and materials science. The paper provides Chinese conceptual tools to transform an externally imposed burden on business firms into an internally generated, ecologically situated, creative and productive corporate evolution.

AbstractManuscript TypePerspectiveResearch Question/IssueThis paper argues thatChina shall not completely transit from a relation‐based into a rule‐based governance regime because theChinese system of governance is the product of its rich heritage and entrenched value system.Research Findings/InsightsRelation‐based governance has two dimensions. This first is apparent from the emphasis on reciprocity and mutual obligations fostered between individuals and groups. The second is evident from inside an organization, where governance is hierarchical and paternalistic. This system of governance was influenced by Confucian doctrines that are moral centered precepts used to regulate human behavior and relationships. Given that this governance regime is interlinked to theChinese culture, it is doubtful thatChina would completely abandon it in favor of a rule‐based system from theWest.Theoretical/Academic ImplicationsThere are two key implications drawn from this article. First, in the absence of the moral underpinnings of relation‐based governance, this system is susceptible to exploitation. Individuals could take advantage of relationships and relational networks to commit mischief or achieve personal gains through tunneling or expropriation of company assets. Therefore, it is imperative to reinforce the ethical ideals of relation‐based governance inChina. Second, since relationalism fromChina's past and the laws transplanted from theWest are key features ofChina's governance regime, it is important to explore hybrid solutions to lessen the possibility of bottlenecks and incongruities emerging.Practitioner/Policy ImplicationsAny proposed hybrid governance solution ought to be able to deal with potential differences between theChinese and theWestern value systems as well as combine both regimes into an integrated framework.

AbstractThis paper investigates how culture affects people's attitudes towards directors' duties in the People's Republic of China by surveying a sample of Chinese business executives. If cultural practices lead people to behave differently from what the law prescribes, it is a serious regulatory oversight. Our results suggest that Chinese cultural values do matter when it comes to the perception of breaches of directors' duties. Specifically, we find that respondents who identify with moral-discipline related traditional Chinese values are more lenient to the chairman breaching his director's duties, whereas respondents who subscribe to modern Chinese values are less receptive to the director failing to report the chairman's contravention of his director's duties. These results suggest that it is imperative for China's law-makers to rethink their approach to regulating directors' duties instead of the wholesale transplantation of laws from Western countries.