Discovering_the_Strategic_Thinking_That.pdf - Discovering...

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1 Discovering the Strategic Thinking That Powered China’s Remarkable Growth Eddie Yu, Oliver Yau, Anthony Ko, Alan Au Abstract This study discovered an unknown leadership orientation jupsang (a jargon term often cited by Chinese leaders; we later found out that it is an orientation comprises five key components, namely, agility, innovation, vigilance, market awareness and a visionary relationship, Chinese leaders pursued). We investigated how the jupsang strategic leadership orientation (JSLO) was created in the minds of Chinese leaders, and the impacts of practising the JSLO on the recent decades of economic growth in China. We developed and conducted a five-stage research process through which to address the research questions. The first stage consisted of in-depth interviews with Chinese owners and senior executives of 12 companies located in mainland China, Hong Kong and Taiwan. Through content analysis, we identified the rich connotations of jupsang leadership. In the second stage, an expert-opinion approach was adopted in order to test the internal consistency of a set of new scales for the JSLO. The third stage consisted of designing and testing a survey instrument, which was used to survey middle to senior Chinese executives in regard to the use of the JSLO in their organisations. Eventually, 353 valid questionnaires were collected and tested using exploratory factor analysis. In the fourth stage, we conducted a data analysis and obtained findings, which supported our assertion that the JSLO is a five-facet construct, consisting of the aforementioned five components. In the final stage, we tested the predictive validity of the JSLO instrument and further assessed it by constructing a structural equation model, which was also found to achieve satisfactory predictive validity. We discussed theoretical and managerial implications of JSLO discovery and its effectiveness for leadership researchers and practitioners. We finally pointed to future research directions regarding the JSLO. Keywords: China; Chinese leadership; jupsang; jupsang strategic leadership orientation (JSLO); scale development; structural equation modelling; performance. Introduction and Overview China has become the world’s second largest economy. It is also a country with a 5,000 -year- old civilisation. The prospect of China becoming a leading economic power in the world
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2 kindles our curiosity in regard to exploring how Chinese business leaders have created such phenomenal economic success. Despite its significance, the study of Chinese leadership pertaining to the explanation of modern China ’s remarkable achievements is scant and inconclusive. Researchers have been urged to fill this vacuum (Barney and Zhang, 2009; Pittinsky and Zhu, 2005; Tsui et al., 2004; Walker, Hu and Qian, 2012).
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