In ancient times in our country, Wang Ch'ung was an eminent materialist and a brilliant atheist, a progressive thinker who opposed the orthodox feudal thought. This has gone basically unquestioned. This year the February 21 issue of Kuang-ming jih-pao printed in its philosophy section an article by Comrade T'ung Mo-an, "Is Wang Ch'ung a Peasant Class Thinker?" The article is an evaluation completely denying this. T'ung believes that the purpose of Wang Ch'ung's works was "to uphold the rule of the (...) Han," "ardently and unconditionally to sing the praises of the Han ruler and court," "to make sacred the rule of the Han," "to get the populace to live quietly, forever in a servile position," and "to view inimically and to slander peasant uprisings." "Wang Ch'ung was an orthodox thinker of the landlord class," "a thinker produced in the interests of the rule of the landlord class who confirmed the feudal orthodoxy." Although I myself am not praising Wang Ch'ung as a peasant class thinker or denying that in Wang Ch'ung's thought there are negative elements, I am completely unable to agree with the basic viewpoint that the author puts forward. (shrink)

Having read the works of Wang Ch'ung [A.D. 27-c. 100], I realized that they need to be recapitulated. Here I shall evaluate Wang Ch'ung and his thought and present what I feel to be the real significance that Wang Ch'ung's thought still has today.

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v. 1. East & west philosophy of religion.

Committing financial fraud is a serious breach of business ethics. However, there are few large scale studies of financial fraud, which involve ethical considerations. In this study, we investigate the pervasive financial scandals, which by the end of 2012 involved more than a third of the US-listed Chinese companies. Based on a sample of 262 US-listed Chinese companies, we analyze factors that differentiate between firms that commit financial fraud and those that do not. We find that firms more predisposed to (...) unethical behavior, due to their low regional social trust in the home country and low respect for regulations and laws as proxied by political connections, are more likely to commit accounting and financial fraud. They take advantage of low hurdles for listing via reverse mergers and avoid third-party monitoring through poor governance and auditors. Finally, we find evidence, after these scandals, of non-fraudulent firms differentiating themselves from the fraudulent firms by sending costly signals such as insiders purchasing shares, increasing dividends, and going private. (shrink)

This study examined the relationship between CEO ethical leadership and corporate social responsibility by focusing on the mediating role of organizational ethical culture and the moderating role of managerial discretion. Based on a sample of 242 domestic Chinese firms, we found that CEO ethical leadership positively influences corporate social responsibility via organizational ethical culture. In addition, moderated path analysis indicated that CEO founder status strengthens while firm size weakens the direct effect of CEO ethical leadership on organizational ethical culture and (...) its indirect effect on corporate social responsibility. Theoretical and managerial implications of these results are discussed. (shrink)

The purpose of this study was to examine the moderating roles of hostile attribution bias and negative reciprocity beliefs in the relationship between workplace incivility, as perceived by employees, and their interpersonal deviance. Data were collected using a three-wave survey research design. Participants included 233 employees from a large manufacturing company in China. Hierarchical regression analyses were used to test the hypothesized relationships. Our study revealed that hostile attribution bias and negative reciprocity beliefs strengthened the positive relationship between workplace incivility (...) and interpersonal deviance. This relationship was the most positive when both hostile attribution bias and negative reciprocity beliefs were high. The findings provided evidence that directing employees to depress hostile attribution bias and negative reciprocity beliefs may attenuate the effects of workplace incivility on interpersonal deviance. Implications for theory, research, and management practice are discussed. (shrink)

The race among global firms to launch its respective products and services into the market sooner than the competitors puts pressure to equip its employees with job-related skills at the pace of business. Today’s global and dynamic business requires employees to develop highly complex cognitive skills such as decision-making, problem-solving, troubleshooting to perform their jobs proficiently. Traditional training models used by some organizations lead to a very slow speed at which employees gain an acceptable level of proficiency in the targeted (...) job skills. Also, these models have long and regimented instructional development cycle. Thus, traditional models are inherently counter-productive to the business and do not enable employees and organizations for today’s business needs. Therefore, business organizations need to explore new training models and strategies that could reduce the time an employee takes to reach target proficiency in complex skills without compromising the effectiveness or outcome. A comprehensive review of the literature shows a very limited amount of academic or practitioner research on this topic. This doctorate research study aims to find various training strategies that have proven successful in organizations for accelerating proficiency of employees in complex job skills. The researcher collected data primarily through 74 in-depth interviews with 86 training experts with known work experience of reducing time-to-proficiency in various settings. A total of 105 project cases have been collected across 42 industries to date. A grounded theory approach with constant comparison method is used to guide the theoretical saturation, analyze the data and to develop a theoretical model of training strategies. This unique study revealed a range of training strategies from non-training solutions to classroom instructions to workplace training to accelerate proficiency of employees in acquiring complex skills. This paper will specifically report the preliminary findings and conceptual model of major classroom-based instructional strategies only that has been found to hold the potential to shorten time-to-proficiency of employees at the workplace. This paper will also discuss the implications of the findings for the practitioners. Results in this study confirmed that classroom-based instructional strategies need to be designed and delivered the way the work is being performed in reality by the learners. Research findings suggest a pattern of five classroom-based instructional strategies that are more successful in reducing time-to-proficiency - 1) Contextualized learning 2) Performance analysis of star performer 3) Active processing and emotional involvement 4) Access to self-guided learning resources 5) Social interconnectivity and informal learning. (shrink)

Globalized workplace is increasingly moving into complex jobs requiring their employees to exhibit complex knowledge and complex skills. Though acquiring such complex skills or knowledge requires longer time, the pace of business puts pressure on organizations to accelerate the time it takes for their employees to become proficient in their jobs. This shift has challenged the conventional training and learning strategies, structure, methods, instructional design and delivery methodologies generally used by training providers and by the organizations. This paper presents the (...) preliminary research findings of a Doctorate research carried out using Grounded theory approach with over 71 in-depth interviews with leading experts in over 40 industries. Preliminary findings suggest that certain e-learning strategies and platforms hold better potential over others to successfully accelerate time-to-proficiency of individuals in leading organizations. This paper provides first look at 10 e-learning strategies and how those could be orchestrated before, during and after a formal training program to develop job-ready learners in shorter time. (shrink)