Relevant bibliographies by topics / Organizational justice – China – Case studies

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Organizational justice – China – Case studies'

Author: Grafiati
Published: 10 December 2022
Last updated: 29 January 2023

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Journal articles on the topic "Organizational justice – China – Case studies"

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Wong, Yui-Woon, and Yui-tim Wong. "The effects of perceived organisational support and affective commitment on turnover intention." Journal of Chinese Human Resource Management 8, no. 1 (May 8, 2017): 2–21. http://dx.doi.org/10.1108/jchrm-01-2017-0001.

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Purpose China is experiencing a double-digit turnover rate and high turnover intention. This research aims to explore the relationships of turnover intention, perceived organisational support (POS) and affective commitment in China. Design/methodology/approach Turnover intention and its antecedents, including POS, affective commitment, distributive justice, trust in organisation and job security, were studied in this research with a case study of a foreign-invested enterprise (FIE) manufacturing company in Guangdong of China. Based on the literature, two competing models were developed and investigated by using the technique of structural equation modelling. Findings The results suggest that distributive justice, trust in organisation and job security have negative impacts on turnover intention. Moreover, affective commitment mediates the impact of job security on turnover intention. The results also indicate that POS has an impact on affective commitment instead of affecting turnover intention directly. In addition, POS and affective commitment mediate the impacts of both distributive justice and trust in organisation on turnover intention. Research limitations/implications The scale of turnover intention used in this study only shows the employee’s intention to quit an organisation. It does not reveal their subsequent actual turnover. This study has research implications. It enhances our understanding of the relationships among POS, affective commitment and turnover intention of Chinese employees in FIEs. Practical implications The findings of this study provide the management of organisations in China with a better understanding of how to facilitate human resources management so as to lower employee turnover intention. Originality/value Inconsistent research findings have been reported about the relationships among turnover intention, POS and affective commitment in previous studies. The results of this study clarify all these relationships in Chinese FIEs.
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Hwang, Kyung-Jin, and Kan Wang. "Labour dispute arbitration in China: perspectives of the arbitrators." Employee Relations 37, no. 5 (August 3, 2015): 582–603. http://dx.doi.org/10.1108/er-12-2014-0148.

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Purpose – The purpose of this paper is to explore China’s labour dispute arbitration system reform through analysing the degree to which it has attained its stated objectives – notably, independence, justice, efficiency and professionalism – from the perspectives of the arbitrators, previously ignored in research on China. Design/methodology/approach – This paper used a mixed research method using questionnaires and interviews. Questionnaires were sent to all full-time labour dispute arbitrators in Beijing, China with a useable response rate of 71 per cent. Additionally, qualitative semi-structured interviews were conducted with 24 key stakeholders involved in the arbitration process. Findings – Instead of establishing an impartial platform, the arbitration system endeavours to promote the state’s capacity to rule over labour relations. Its recent reform excluded arbitrational independence owing to concerns about reducing the Chinese Communist Party’s arbitrary power. Arbitrational justice was perceived to improve through case resolution efficiency, which made arbitrators minimise arbitration time, partly because of high caseloads but largely because of their key performance indicators. Quality of arbitration was compromised. The arbitrators understood the spaces and boundaries of the reform, and focused on increasing professionalism to enable them to more fluidly manoeuvre between the different political economic interests, above safeguarding labour rights. Research limitations/implications – The questionnaire size was too small for regression analysis. Future research should expand the sample sizes and conduct cross-regional studies. Practical implications – In 2008, China undertook an arbitrational system reform – probing its practical influence contributes to the authors understanding about the changing institutional environment of Chinese labour relations. Originality/value – As a pilot study on labour dispute arbitrators, this research presents the dynamics of the Chinese labour dispute resolution mechanism.
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Yingying, Ji. "Emerging state–business contention in China: Collective action of a business association and China’s fragmented governance structure." China Information 32, no. 3 (January 9, 2018): 463–84. http://dx.doi.org/10.1177/0920203x17751057.

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Based on an in-depth case study of a business association, this article explores how private entrepreneurs are organizing for their rights and highlights contentious facets of the state–business relationship in China. In contrast to depictions common in the literature, this business association actively asserts and seeks to maintain its autonomy vis-a-vis the state and uses innovative strategies to strengthen its own organizational cohesion. It organizes collective actions to defend members’ interests and to enhance the transparency and accountability of the local government. It even advances universal values, such as equal rights to justice. Importantly, however, the initiation and effects of collective actions are contingent on the opportunities embedded in China’s fragmented governance structure. I argue that corporatist analyses characterizing Chinese business associations as lacking autonomy and as partners of the state have overlooked such associations’ potential to engage in confrontations with the state. Combining involvement in the formal institution and contentious collective actions, the association studied displays the tension between the incorporation system and social resistance in contemporary China.
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Schilpzand, Marieke C., Luis L. Martins, Bradley L. Kirkman, Kevin B. Lowe, and Zhen Xiong Chen. "The Relationship between Organizational Justice and Organizational Citizenship Behaviour: The Role of Cultural Value Orientations." Management and Organization Review 9, no. 2 (July 2013): 345–74. http://dx.doi.org/10.1111/more.12014.

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AbstractIn two studies conducted in the United States and the People's Republic of China, we examined how the effects of organizational justice perceptions on employees' organizational citizenship behaviours (OCB) are influenced by individually held cultural value orientations. In Study 1, we did not find evidence of moderation by cultural value orientation. In Study 2, we re-examined the moderated relationships and found that the relationship between procedural justice and OCB was significantly influenced by masculinity-femininity orientation and that the relationship between distributive justice and OCB was significantly moderated by power distance such that the relationships were more strongly positive when followers were more masculine and higher in power distance. Also, we extended our model to include perceived supervisor support as a mediator of the direct and moderated effects of justice perceptions on OCB. We found support for the mediation model, but did not find the moderated mediation effects we predicted. Due to the large number of non-significant findings and inconsistencies across our two studies, we conclude with recommendations for scholars who face similar challenges in their research.
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Hao, Yunhong, Jie Hao, and Xiaochen Wang. "The relationship between organizational justice and job satisfaction." Journal of Chinese Human Resource Management 7, no. 2 (October 10, 2016): 115–28. http://dx.doi.org/10.1108/jchrm-07-2016-0012.

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Purpose Focusing on the corporations in China and aiming to figure out the significant connection between organizational justice perception and job satisfaction from Chinese setting, this study aimed to examine the effects of organizational justice upon job satisfaction of the full-time and part-time employees in the state owned enterprise (SOEs) and primate Chinese companies. Design/methodology/approach The study adopted the questionnaire to investigate more than 300 employees, and the empirical data of this paper is based on statistical analysis, such as confirmatory factor analysis, correlational and regression analysis. Findings The paper arrives at the conclusion that in SOEs, the employees’ perception about procedural justice was higher than distributive justice. While in private enterprises, the procedural justice and interactive justice were tested to have similar coefficients. The relationship between organizational justice and job satisfaction differed between full-time employees and part-time employees. Practical implications This study opens a new window for understanding how organizational justice influences employees’ job satisfaction in Chinese context, taking a further step to explore the different impacts of organizational justice on job satisfaction among different types of employees. Originality/value This paper collected data from both SOE and private companies in China, increasing the external validity of the findings. Meanwhile, the authors observed consistent findings with the studies in Western Society, which increase the generalization of our findings as well. The findings highlight the value of integrating literatures on organizational justice and job satisfaction.
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Chen, Xi. "Revisiting the Relationship between Justice and Extra-Role Behavior: The Role of State Ownership." Management and Organization Review 14, no. 3 (June 29, 2018): 607–39. http://dx.doi.org/10.1017/mor.2018.7.

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ABSTRACTState ownership is an important phenomenon in the world economy, especially in transition economies. Previous research has focused on how state ownership influences organizational performance, but few studies have been conducted on how state ownership influences employees. I propose that different ownership structures trigger different relational models among employees who pay attention to organizational justice consistent with their model to guide their extra-role behavior. Specifically, state-owned organizations reinforce employees’ relational concern and direct employees’ attention to procedural justice, whereas privatized organizations highlight employees' instrumental concern and direct their attention to distributive justice. I leverage a sample of organizations in China to explore how different ownership structures activate different relational models among employees and alter the relationship between organizational justice and employees’ extra-role behaviors. I find that state ownership attenuates and even reverses the positive relationship between distributive justice and extra-role behaviors. Conversely, state ownership exaggerates the positive relationship between a critical procedural justice dimension (participation in decision making) and employee extra-role behaviors. Implications for the micro-foundations of corporate governance and institutional change, organizational justice literature, and cross-cultural research are developed. This study also generates new insights for transition economies such as China.
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Mehrabi, Javad, Mohammad Hossein Moshref Javadi, Ahmad Charmian, Nasim Darvish Zadeh, and Mohammad Hasan Tanhaei. "Studying Relationship between Organizational Justice and Employees' Performance Case study: Damloran Pharmaceutical Company in Borojerd, Iran." International Journal of Learning and Development 2, no. 2 (April 22, 2012): 271. http://dx.doi.org/10.5296/ijld.v2i2.1676.

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Objective of the study: The present survey studies relationship between organizational justice and employees' performance in one of the pharmaceutical companies of Borojerd township in Iran.Tools and methods: Organizational justice has been analyzed in this survey with three dimensions of distributive justice, procedural justice, and interactional justice and employees' performance has been considered with two indexes of effectiveness and efficiency. Statistical population of the survey included one-hundred seventy nine (179) persons of Damloran–Razak Pharmaceutical Company in Borojerd Township. Number of the sample was calculated equal to one-hundred twenty three (123) employees and thirty three (33) managers. Sampling was conducted through classified random method. Data analysis was accomplished using correlation test, Kolmogoroff-Smirnoff and binomial test.Findings: according to the research results, there was not any positive and significant relationship between organizational justice and employees' performance.Conclusion: factors of distributive justice, procedural justice and interactional justice and generally organizational justice haven't been in a desirable status in the organization under study. This may have plausible results for the organization in the long-term. Therefore, all organizations generally and Damloran-Razak Pharmaceutical Company specially must do their best to reinforce the process of justice in distribution of consequences, procedures and social interactions.
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Luo, Zhenpeng, Einar Marnburg, and Rob Law. "Linking leadership and justice to organizational commitment." International Journal of Contemporary Hospitality Management 29, no. 4 (April 10, 2017): 1167–84. http://dx.doi.org/10.1108/ijchm-08-2015-0423.

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Purpose This study aims to investigate the mediating role of collective identity in the relations among transformational leadership, procedural justice and employee organizational commitment. Design/methodology/approach An empirical survey was conducted in 43 hotels in mainland China with 585 valid responses. In addition to descriptive statistics and the test of the presence of common method bias, a confirmatory factor analysis was conducted to test the validities and reliabilities of the variables; structural equation modeling and hierarchical regression analyses were conducted to test causal relations and the mediating effects of collective identity. Findings Results show that transformational leadership and procedural justice are good predictors of employee collective identity and organizational commitment. In addition to a strong impact on employee commitment, collective identity partially mediates the effects of transformational leadership and procedural justice on employee commitment. Research limitations/implications This study is restricted to China’s hotel supervisors; therefore, caution should be taken when applying the findings to other sectors, regions and higher levels of leaders. Practical implications Findings of this study offer managerial insights for hotel supervisors to exercise transformational leadership and procedural justice to improve employee collective identity, which drives organizational commitment. Originality/value As an important concept, studies on the role of self-identity are limited in management and the field of leadership. This study tested the role of collective identity in leadership and organizational commitment in the context of Chinese culture, highlighting its theoretical and practical implications.
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Germanov, Igor A., Yulia S. Markova, and Svetlana S. Gordeeva. "Organizational justice as a factor in the formation of vertical trust in an organization (the case of an oil and gas company)." Tyumen State University Herald. Social, Economic, and Law Research 7, no. 4 (2021): 8–28. http://dx.doi.org/10.21684/2411-7897-2021-7-4-8-28.

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The phenomenon of trust is currently under focus in sociological discourse. Interest in the topic of organizational trust is due to an increasing number of studies proving its positive role in performance of organizations and employees, in increasing the economic efficiency of enterprises, stimulating the processes of its technical and technological modernization. In this regard, there is a need to search for factors conducive to building trust. One area of such research is the study of interaction of trust and organizational justice. However, existing publications do not give a definite answer regarding a direction of influence of these phenomena: some authors argue that trust is formed under the influence of organizational justice, others believe that the influence is vice versa. An additional argument in favor of the relevance of this topic is that the existing studies poorly reflect the specifics of Russian enterprises, since the topic of organizational trust is still under-examined in the domestic scientific literature. This article aims to empirically test hypotheses about the relationship between trust and organizational justice based on research materials carried out at one of the largest Russian enterprises. The objectives of the study were as followed: characterization of trust and organizational justice in various groups of personnel, assessment of impact of various types of organizational justice on vertical organizational trust. The empirical basis of the study is the materials of structured interviews of workers of the main production unit and engineering workers, conducted at one of the largest oil and gas industrial enterprises of the Perm Krai in 2021 (n = 792 people). The authors used the method of a continuous survey of workers at their workplaces in subdivisions. The novelty of the study lies in the fact that for the first time, based on the materials of a survey of Russian workers, the relationship between trust and organizational justice at different stages of a career in an organization was empirically analyzed. Furthermore, the contribution of various types of organizational justice to the formation of employee trust in management was illustrated. In accordance with the results of the study, the authors found out that organizational justice affects vertical trust in an organization: the more fair the organizational conditions are perceived by employees, the higher the level of trust in management. The authors point out that interpersonal and procedural justice have the major influence on the formation of vertical trust in an organization, but their role changes depending on length of service. It is concluded that in order to increase the level of vertical trust, the internal social policy of an organization should include technologies for both organizational analysis and the development of justice of intra-organizational relations, which, in turn, will contribute to an increase of productivity and efficiency of an organization.
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Jiang, Zhou, Paul J. Gollan, and Gordon Brooks. "Moderation of Doing and Mastery orientations in relationships among justice, commitment, and trust." Cross Cultural Management 22, no. 1 (February 2, 2015): 42–67. http://dx.doi.org/10.1108/ccm-02-2014-0021.

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Purpose – The purpose of this paper is to examine whether and how two individual value orientations – Doing (the tendency to commit to goals and hold a strong work ethic) and Mastery (an orientation toward seeking control over outside forces) – moderate: the relationship between organizational justice and affective organizational commitment, and the mediation role of organizational trust in this relationship. Design/methodology/approach – The authors collected data from 706 employees working in 65 universities across China, South Korea, and Australia. Multi-group confirmatory factor analyses were employed to examine the cross-cultural equivalence of the measures. Hierarchical regressions were performed to test moderating effects of the two cultural value orientations. Findings – Results from the full sample showed that Doing and Mastery moderated the distributive justice-commitment relationship and the procedural justice-trust relationship. Comparisons between countries demonstrated limited cross-cultural differences. Practical implications – The present study adds to the understanding of the impact of individual and cultural differences on the relationship between justice and commitment, helping managers understand how employees’ reactions to justice are influenced by cultural value orientations. Originality/value – This study is a pioneer in empirically integrating the value orientation framework (e.g. Doing and Mastery orientations) and justice research in a cross-cultural context based in the Asia Pacific region. It also advances cross-cultural justice research through using a mediation-moderation combination.
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Dissertations / Theses on the topic "Organizational justice – China – Case studies"

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尤孩明 and Haiming You. "Organizational strategies for construction technology transfer to China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2000. http://hub.hku.hk/bib/B31241281.

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Yu, Zhu Yun. "The application of restorative justice on the 'battered woman syndrome' cases." Thesis, University of Macau, 2018. http://umaclib3.umac.mo/record=b3953609.

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Chan, Kit-wan Amy, and 陳潔雲. "A study on the organizational climate in Hong Kong and China offices of BASF China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31267865.

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Yik, Po-on Stephen, and 易保安. "Organizational constraint on salary administration." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31268444.

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Li, Jiahui. "Employees' values, organizational communication climate, and organizational commitment : a study of multinational corporations in China." HKBU Institutional Repository, 2008. http://repository.hkbu.edu.hk/etd_ra/923.

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Chan, Tak-mau Simon, and 陳德茂. "In the name of justice: unraveling the hiddenturmoil of sons in family triangulation." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B45015399.

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Yang, Dongsheng, and 杨东聲. "Decentralization, marketization and organizational change in higher education: a case study of an academic unitin China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2012. http://hub.hku.hk/bib/B48329927.

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Since the 1980s, decision-making and managerial power has gradually been handed over to higher education institutions in China. This has helped to reduce the government’s financial burden and improve the administrative efficiency of universities. A particular reform involves the establishment of autonomous experimental units within 36 universities. These decentralized units are more highly dependent on market forces than other parts of the university. This thesis examines the development of one such academic unit within one of China’s major universities. The particular academic unit, heretofore referred to as a “school” is studied through a detailed examination of its teaching, research and administration. It is granted a high degree of autonomy to manage itself and its finance. Therefore, it is encouraged to be innovative in its organizational structure and working procedures. This helps drive it to cooperate with industry and adopt a market mechanism in management. The research demonstrates the changing relationships of this school with its parent university, with governments at different levels, and with industry and the wider society. The results indicate that a major shift is taking place in Chinese higher education, as China responds with increased marketization and decentralization. Borrowing theories developed by Clark and Oliver in the fields of higher education and organizational theory, this thesis not only provides a deeper understating of the triangular relationship among universities, state authority and the market, but also refines these theories to suit the Chinese context. This investigation reveals that thus a particular academic unit, unlike most university units in China, must respond to external pressures and expectations in order to survive in a new context of decentralization and commodification. The thesis identifies and analyzes the critical factors affecting the school’s development and its coping strategies within an altered environment of operation. Employing a qualitative research methodology, this work views the selected unit of a major Chinese university as an open organizational system, and analyzes the external and internal forces that influence the school’s development. The data collection approach is comprised of semi-structured and unstructured interviews to elicit views and perceptions from the respondents regarding the decision-making, policy implementation and the development of the unit. A focus group interview method is used to question current undergraduate and postgraduate students about perceptions and attitudes towards the development of the unit. Documents are used to obtain background information and to support and triangulate the data collected from individual and group interviews. Although the school failed to make radical changes to the existing university structure and institutions, it has demonstrated the ability to sustain itself, innovate, and gain legitimacy through continuing negotiation and compromise with university authority, government and market. Based on the results of this research, I would argue that if units similar to this one within Chinese universities are granted more administrative autonomy and orient themselves to market forces, Chinese universities will be able to integrate themselves into the increasingly marketized economy and contribute to national development without sacrificing the core academic missions of teaching, research and service.
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Connell, Barry Charles. "The ��Kevin Egan' case: an analysis from a criminal justice system perspective." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31977893.

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Ho, Kai-hoi, and 何繼開. "Evaluation of the changes of the organization structures in the Customs and Excise Department 1980-1992." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31965222.

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Li, Shu-wan Betty, and 李書雲. "Reconstructing identity in higher education: case study of a textile university in China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2004. http://hub.hku.hk/bib/B31245699.

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Books on the topic "Organizational justice – China – Case studies"

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China business: The rules of the game. St Leonards, N.S.W: Allen & Unwin, 2000.

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Fung, Richard Jacques. Organizational strategies for cross-cultural cooperation: Management of personnel in international joint ventures in Hong Kong and China = Organisatiestrategieën voor cross-culturele samenwerking : management van personeelin internationale joint ventures in Hong Kong and China. Delft, The Netherlands: Eburon Publishers, 1995.

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(Firm), Overwaitea Foods, ed. In pursuit of organizational justice: A comparison of union and nonunion grievance procedures at Overwaitea Foods. Kingston, Ont: IRC Press, 1998.

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Chinese corporate identity. Abingdon: Routledge, 2005.

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Elizabeth, Higginbotham, and Andersen Margaret L, eds. Race and ethnicity in society: The changing landscape. Belmont, CA: Thomson/Wadsworth, 2006.

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Pan, Shan-Ling. Managing Organizational Complexities with Digital Enablement in China. World Scientific Publishing Co Pte Ltd, 2015.

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Pan, Shan-Ling. Managing Organizational Complexities with Digital Enablement in China: A Casebook. World Scientific Publishing Co Pte Ltd, 2015.

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Contemporary Gangs: An Organizational Analysis (Criminal Justice (LFB Scholarly Publishing LLC).) (Criminal Justice (Lfb Scholarly Publishing Llc).). LFB Scholarly Publishing, 2002.

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Souhami, Anna. Transforming Youth Justice. Willan Publishing, 2012.

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Transforming Youth Justice. Routledge, 2012.

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Book chapters on the topic "Organizational justice – China – Case studies"

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Yuan, Xiaoyu. "Case Summary and Description-Based Case Studies." In Restorative Justice in China, 87–105. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-63922-2_5.

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Sun, Xiazi. "Interdependent Interaction of Occupational Burnout and Organizational Commitments: Case Study of Academic Institutions Located in Guangxi Province, China." In Studies in Systems, Decision and Control, 47–63. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-74412-4_4.

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Amelung, Nina, Rafaela Granja, and Helena Machado. "Conclusion." In Modes of Bio-Bordering, 137–47. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-8183-0_9.

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Abstract The concluding chapter reviews and compares the modes of biobordering at the EU level and in Germany, the Netherlands, Poland, Portugal and the UK with a particular focus on the transnational exchange of DNA data within the Prüm system. This analysis reveals the multiplicity of heterogeneous biobordering regimes that enact different visions of Europe and nationhood and that have implications for de facto hidden integration and disintegration processes in the EU. ‘European integration’ is believed to be achievable by the harmonization of scientific and technical procedures in different countries. However, the mandatory elements of the Prüm Decisions were politically enforced without taking into consideration the significant differences between EU countries. Thus, hidden disintegration comes as a contingency regarding operational and organizational traditions, legislation, the nature of the criminal justice system, and national variations around the human and economic resources to invest in forensic DNA databases and DNA profiling technologies. The conclusion ends with a proposal of a typology systematizing biobordering dynamics derived from the empirical case studies.
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Simmons, Mara, and Mary Wiltshire. "Future-Proof Transformational School Design for the New Era." In Cases on Academic Program Redesign for Greater Racial and Social Justice, 303–20. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8463-7.ch015.

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The ‘New Era' defined as post pandemic has opened up a conversation for more opportunities to transform school design in order to create a more functional, engaged democratic society premised on a social responsibility reflecting a multicultural, empowered workforce. This chapter is a product of the collaboration of a UK and a US educator looking at two case studies of secondary education and one higher education that serve as examples of success for transforming schools. Using Bolman and Deal's Four Frames for Organizational Design, the authors make the case for school designs that take into account diverse learner groups and diverse pathways leading to an educated and skilled workforce. A result from this analysis includes a specific, short list of components to consider for transforming schools.
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Mitkova, Liliana. "Communities of Practice as Tool of Enhancing Competitiveness in Rising Economies." In Organizational Knowledge Facilitation through Communities of Practice in Emerging Markets, 146–64. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0013-1.ch008.

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Many firms realize that opening up traditional firm-centered innovation processes holds enormous advantages and are also trying to tap these benefits. The open oriented management means that firms are able to enhance their external collaboration ability by acquiring knowledge from external sources, as well as benefit financially by using external paths to market for internally generated technologies. In this model firms pay particular attention to the connections between the results of Research and Development (R&D), the technological potential of the external stakeholders and the environmental opportunities. This chapter adopts structural analysis examining the role that communities of practices may play as a tool for the implementation of the open-mode of innovation in the specific case of China. Current studies on Chinese innovation process are in the beginning and the Chinese firms face the question how to organize the open model and the exchanges with external environment in the global technological competition. This study examines if the communities of practices are their place in Chinese innovation system in an example of a relevant case study.
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Wan, Yi, and Ben Clegg. "Designing and Managing ERP Systems for Virtual Enterprise Strategy." In Advances in IT Personnel and Project Management, 160–95. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9688-4.ch010.

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The business environment today is transforming towards a collaborative context compounded by multi-organizational cooperation and related information system infrastructures. This chapter aims to examine Enterprise Resource Planning (ERP) systems development and emerging practices in the management of multi-organizational enterprises and identify the circumstances under which the so-called ‘ERPIII' systems fit into the Virtual Enterprise paradigm; and vice versa. An empirical inductive study was conducted using case studies from successful companies in the UK and China. Data were collected through 48 semi-structured interviews and analyzed using the Grounded-Theory based Methodology (GTM) to derive a set of 29 tentative propositions which were then validated via a questionnaire survey to further propose a novel conceptual framework referred to as the ‘Dynamic Enterprise Reference Grid for ERP (DERG-ERP)'; which can be used for innovative decision-making about how ERP information systems and multi-organizational enterprises – particularly the Virtual Enterprise may be co-developed.
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Schmidt, Veronica. "Learning Agility in Action." In The Age of Agility, 479–556. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780190085353.003.0020.

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“Learning Agility in Action” presents a series of 10 real-world case studies examining how organizations have applied learning agility in their talent management and leadership practices. The cases are from a variety of organizations, ranging from school systems to healthcare organizations to Fortune 500 companies such as Procter & Gamble, IBM, and Johnson & Johnson. Organizations are based in the United States as well as in China and Australia. All of the case studies were written by practitioners. They identify how the concept of learning agility was introduced into their organizations, difficulties and pleasant surprises they experienced, and successes and drawbacks they have observed. It is hoped those lessons will provide a road map of best practices for readers in their journeys to implement learning agility in their talent management practices and organizational cultures.
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Perera, Frederica. "Success Stories." In Children's Health and the Peril of Climate Change, 138—C6.P81. Oxford University PressNew York, 2022. http://dx.doi.org/10.1093/oso/9780197588161.003.0006.

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Abstract Chapter 6 provides examples of policies on fossil fuel–related air pollution and climate change that have worked to the benefit of public health and the economy. It presents estimates of the avoided cases of illness and impairment in children and adults from policies implemented at different levels of government as well as the associated economic gains. It briefly reviews the benefits of policy changes in China, the European Union, and Sweden, and then presents case studies at the level of the city (London, Krakow, New York City), region (the US Regional Greenhouse Gas Initiative), and state (the California Climate Program). The chapter notes that, in cases where cost benefit analyses have been done, the benefits clearly outweigh the costs. It emphasizes that the policies are not static but continually evolve based on experience and input from environmental justice and other stakeholders.
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Conference papers on the topic "Organizational justice – China – Case studies"

1

Cui, Linlin, Jin Dong, and Yueting Chai. "Quantitative Studies on the Organizational Structure of SME's: A Case Study of the Pharmaceutical Industry in China." In 2006 Winter Simulation Conference. IEEE, 2006. http://dx.doi.org/10.1109/wsc.2006.323059.

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