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1
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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4
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.published_or_final_version
Education
Doctoral
Doctor of Philosophy
8
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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Costa, Ana Cristina B. "The Effects of Organizational Justice and Exercise on the Relationship between Job Stressors and Employee Health." PDXScholar, 2014. https://pdxscholar.library.pdx.edu/open_access_etds/1853.
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Recent decades have seen an explosion of research centered on understanding the influential impact that job stressors have on employees' subjective well-being, and now more recently, on objective assessments of physical health. Utilizing baseline data from a larger study funded by the National Institute for Occupational Safety and Health (NIOSH), I conducted a field study on blue-collar employees from two organizations in the construction industry, with the goal of exploring the impact of job stressors on job satisfaction (subjective well-being) and body mass index (objective health), as well as the influence of organizational justice as a moderator and exercise as a mediator in those relationships.
In support of previous research, results show that job stressors (job demands, low skill discretion, and low decision authority) all had significant direct effects on job satisfaction in the expected directions, signifying that the fewer demands and more control one has in their work role, the more satisfied one is. Results also indicate that distributive and procedural justice have significant main effects on job satisfaction, illustrating that higher perceptions of justice are related to higher levels of job satisfaction.
With respect to objective health, the data provides empirical support for the relationship between job control (skill discretion and decision authority) and BMI; however, job demands did not have a significant main effect on BMI. More importantly, the rarely studied relationship between organizational justice and BMI was investigated (Robbins et al., 2012), with results indicating that procedural and distributive justice are important influences on one's BMI level.
Post hoc analyses revealed that distributive and procedural justice are two relevant mediators to consider in the job stressor-job satisfaction relationship, illustrating the importance of considering employees' fairness perceptions with regards to their satisfaction levels. Moreover, exercise was found to be a significant moderator to the relationship between job demands and BMI, as well as the relationship between distributive justice and job satisfaction, shedding light on physical activity within the work and health contexts as a factor that interacts with employees' perceptions of justice and their workload demands to impact their psychological and physical health. Considering the cross-sectional nature of these data, all mediation and moderation results should be interpreted with caution.
With empirical support found for the direct association between job stressors and organizational justice and the outcomes of job satisfaction and BMI, this study has significant implications for researchers and practitioners alike to further expand upon these findings and implement them into organizational practice in support of the Total Worker Health initiative, which aims to promote employee safety and health (Schill & Chosewood, 2013). Results suggest a healthy workforce is the result of the combination of employers transforming the work environment into a more just, transparent and trustworthy place to work, starting with the dynamics between supervisors and their employees, in conjunction with targeted interventions on employees' modifiable behaviors, such as engaging in physical activity and healthier eating habits.
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Law, Wai-fun Margaret, and 羅蕙芬. "A case-study of attitude surveys and their impact on organizational and management development." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1989. http://hub.hku.hk/bib/B31264359.
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Yau, Peter, and 邱劍超. "The administration of criminal justice in Hong Kong: the Carrian case." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1989. http://hub.hku.hk/bib/B3197613X.
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梁永超 and Wing-chiu Leung. "A case study of a school in the PRC: is the organizational culture prepared for the new goals of nationaldevelopment?" Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31959611.
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Lai, Wing-ching Theresa, and 黎詠淸. "Organization change in a courier company: a case study." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B42128171.
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Liu, Shuang. "Communication and organizational culture : a case study of two state-owned enterprises in China." HKBU Institutional Repository, 1999. http://repository.hkbu.edu.hk/etd_ra/132.
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Yu, Chung-kit, and 余忠傑. "Managing auxiliary members in the Civil Aid Service: organizational change between 1999 and 2005." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B36538449.
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Yan, King-sun, and 甄敬燊. "A consultancy report on the organization conflict and suggest ways forconflict resolution by management of organizational change of a Germanbuying office in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31269473.
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Chan, Chiu-kuen Hilia, and 陳肖娟. "Employees' perceptions to quality management in different organizational settings and its relation to job satisfaction." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31266940.
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Ho, Chi-shing, and 何志誠. "Organisation evolution of Maintenance Division in Housing Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1991. http://hub.hku.hk/bib/B31264943.
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Ko, Ming-hui, and 柯明蕙. "Organizational maintenance of residents' organizations: the case study of Tai Hang Tung and Nam Shan EstatesResidents' Association." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1990. http://hub.hku.hk/bib/B31248573.
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Lee, Yiu-kuen Louis, and 李耀權. "Organizational change in Customs and Excise Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1992. http://hub.hku.hk/bib/B31964308.
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鍾佩玲 and Pui-ling Leanne Chung. "Interactional effects of superiors' personality and leadership styles on immediate subordinates in Chinese organizations." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31220733.
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Lau, Ming-tak Terence, and 劉銘德. "Organisational development: review and reformof the Hong Kong Customs." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2001. http://hub.hku.hk/bib/B31966573.
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Ip, Pui-lam Stephen, and 葉沛林. "The strategic role of airline revenue management systems and the importance of change management." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31267968.
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Tsang, Chi-fai Ringo, and 曾志輝. "Operation reengineering in a medium-sized plant." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31266848.
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Chan, Tsui-kum, and 陳翠琴. "The impact of change of principal on organizational culture: a case study of teachers' perception in aHong Kong secondary school." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31959283.
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Ip, Kin-yuen, and 葉建源. "Organisational change: the case of a ��leftistschool' in joining the direct subsidy scheme." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B3195716X.
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Wong, Hon-chung Wilson, and 黃漢忠. "Organizational transformation of a customer service division to cope with technological change in office automation equipment." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31268341.
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Chan, Ka-kan Erico, and 陳家勤. "Changes in Cathay Pacific Airways: facing thechallenge of the 21st century." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B31951818.
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Lai, Chi-hang, and 賴智衡. "Institutional structure for urban renewal in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2004. http://hub.hku.hk/bib/B31969367.
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張達賢 and Tat-yin Cheung. "A feasibility study of organizational change of the Civil Aid Service to meet the increasing demand from the community in youth training." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2002. http://hub.hku.hk/bib/B31966780.
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Koo, Leung-chee, and 顧良智. "Determinants of employee-organization linkage behaviours: a longitudinal case study of tellers in Hongkong Bank." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B31233600.
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Chan, Fu-man, and 陳輔民. "A study of the amalgamation of school place allocation sections in theEducation Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B31965702.
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Ho, Wai-ching, and 何慧貞. "A case study on "the man in the principal's office": his leadership & its effectiveness." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31960133.
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Mabuza, Linda Tengetile. "The influence of organisational culture on a high commitment work system and organisational commitment : the case of a Chinese multinational corporation in South Africa." Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/d1017768.
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Chinese presence in Africa has been rapidly increasing in the past few years and has been speculated to be mainly due to China seeking Africa’s political alliance and access to Africa’s natural resources and growing consumer markets. The growing presence of Chinese organisations in Africa, however, has not been without its challenges. In particular, Chinese multinational corporations (MNCs) in search of consumer markets in Africa have been cited as facing human resource (HR) challenges which may affect their organisational performance. In this regard, literature on human resource management has already established the important role of organisational culture, HR practices and organisational commitment in enabling organisations to achieve superior organisational performance. Given the fact that there is currently little research knowledge of Chinese presence in Africa at the organisational level, this research aimed to contribute empirical knowledge to the growing body of research in this area. Specifically, the main purpose of this research was to examine how the organisational culture of a Chinese MNC’s South African subsidiary has shaped the nature of its high commitment work system (HCWS) and to assess the consequences thereof on organisational commitment. In alignment with the phenomenological paradigm, the research applied a descriptive and explanatory case study methodology in order to generate rich, qualitative data which was required for in-depth descriptions and to uncover the underlying interactions of the researched phenomena at the subsidiary. The selected case for the research was, therefore, a Chinese MNC operating in the personal computer (PC) industry, which had expanded its operations to South Africa in order to reach Africa’s growing consumer markets. In particular, the South African subsidiary served as a PC sales and distribution organisation for the Chinese MNC. There were about 40 employees at the subsidiary who were all South African employees. Semi-structured, in-depth interviews were conducted with twelve employees from different job functions and across different job levels. Data collection was guided by the theoretical frameworks by Cameron and Freeman (1991) for organisational culture and Xiao and Bjorkman (2006) for the HCWS and organisational commitment. The data collected from interviews was then analysed through a qualitative, content analysis process. The findings of the research thus pointed to the market culture as the dominant organisational culture type at the South African subsidiary of the Chinese MNC; characteristics of the adhocracy and clan cultures were also discovered. The externally oriented market culture was found to be the most relevant for the high performance and market leadership aspirations of the subsidiary. The market culture also appears to be the most appropriate organisational culture that would enable the subsidiary to deal with the competitive nature of the PC industry. Furthermore, it was found that certain cultural values emphasised by the Confucian and Ubuntu value systems could have had a part to play in the formation of the subsidiary’s organisational culture. The market culture was also found to have had the greatest influence in shaping the primarily performance oriented HCWS practices. Of the investigated HR practices at the subsidiary, all were found to be consistent with HCWS practices, with the exception of ownership practices and the performance appraisal system. Finally, although there were generally high levels of organisational commitment reported at the subsidiary, other job and organisational context factors besides the HCWS practices were found to be the major contributors to those feelings of organisational commitment. By investigating the organisational culture, HCWS and organisational commitment of a Chinese MNC in South Africa, this research has added to the body of knowledge concerning the growing presence of Chinese organisations in Africa. Based on the empirical findings of this study, several recommendations have been made in an attempt to assist the Chinese MNC manage the organisational commitment of its South African employees towards superior organisational performance.
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"Organizational identification under unfavorable outcome: a factory study in China." Thesis, 2005. http://library.cuhk.edu.hk/record=b6074016.
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A theory is developed on the basis of need paradigm and psychological contract to explain why employees identify with their work organization. It suggests three motives of organizational identification: Transactional, relational and developmental. The model includes compensation loss, relationship conflict and promotability drop to represent each of the three motives of organizational identification, and it also links with procedural justice and gender as moderators. Contrary to the traditional view that organizational identification is solely varied with social factors, the survey data from a Chinese factory demonstrated that organizational identification was negatively related to compensation loss and promotability drop. A three-way interaction was also found significant gender difference in response to procedural justice under motives unfulfillment. Unlike Chinese men, Chinese women would retain their organizational identification under compensation loss as long as they perceived procedural justice. The present study also recorded that Chinese employees with higher organizational identification had better in-role performance but not extra-role performance, the finding of which was opposite to that of the past studies. Further, the data supported that organizational identification might play a central role in mediating the relationship between in-role performance and the interaction of procedural justice, gender, and compensation loss together with that of procedural justice, gender, and promotability drop.Tso Sek Kwong.
"Aug 2005."
Adviser: Chun Hui.
Source: Dissertation Abstracts International, Volume: 67-01, Section: A, page: 0265.
Thesis (Ph.D.)--Chinese University of Hong Kong, 2005.
Includes bibliographical references (p. 101-110).
Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web.
Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web.
Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web.
Abstract in English and Chinese.
School code: 1307.
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"Organizational changes: a case study of the Queen Elizabeth Hospital." Chinese University of Hong Kong, 1994. http://library.cuhk.edu.hk/record=b5888021.
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by Lau Cheung Hoo, Gary.Thesis (M.B.A.)--Chinese University of Hong Kong, 1994.
Includes bibliographical references (leaves 66-68).
ABSTRACT --- p.i
ACKNOWLEDGEMENT --- p.i i
TABLE OF CONTENTS --- p.iii
Chapter
Chapter I. --- INTRODUCTION --- p.1
Method of Study --- p.3
Chapter II. --- REASONS FOR CHANGES --- p.5
External Forces --- p.6
Internal Forces --- p.7
Chapter III. --- CHANGES UNDER THE HOSPITAL AUTHORITY --- p.10
Establishment of the Hospital Authority --- p.10
Changes Under the Hospital Authority --- p.12
Chapter IV. --- STRATEGIES FOR THE PLANNED CHANGE --- p.17
Structural Approaches to Changes --- p.17
Technological Approaches to Changes --- p.18
People Approaches to Changes --- p.19
Comments --- p.22
Chapter V. --- CASE STUDY： QUEEN ELIZABETH HOSPITAL --- p.24
Background Information --- p.24
Mission of QEH --- p.25
Major Changes --- p.26
Resistance and Problems --- p.29
Results to-date --- p.35
Overall Evaluation and Summary View --- p.43
Chapter VI. --- CONCLUSION --- p.50
APPENDIX --- p.55
BIBLIOGRAPHY --- p.67
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"A case study of organizational change in a Hong Kong Chinese factory." Chinese University of Hong Kong, 1990. http://library.cuhk.edu.hk/record=b5886347.
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by Mok Shun-ha, Shirley and Lau Kim-Tim, Brian.Thesis (M.B.A.)--Chinese University of Hong Kong, 1990.
Bibliography: leaves 156-160.
table of contents --- p.ii
acknowledgement --- p.v
list of illustrations --- p.vi
list of tables --- p.vii
Chapter I. --- introduction --- p.1
General Organization of the MBA Research Project --- p.1
Broad Problem Area --- p.2
Preliminary Data Collection --- p.3
Initial Literature Survey --- p.4
Problem Definition --- p.5
Chapter II. --- methodology --- p.6
Research Design --- p.6
"Type of Investigation and Purpose of ""study" --- p.6
Study Setting --- p.6
Extent of Researcher Interference with the study --- p.7
Unit of Analysis --- p.7
Time Horizon --- p.8
Data Collect ion Method and Process --- p.8
Interviewing --- p.8
Observational Survey --- p.9
Chapter III. --- LITRERATURE SURVEY & A CONCEPTUAL FRAMEWORK TOR ANALYSIS --- p.10
Literature Survey --- p.10
Organistional Adaptation --- p.11
Planned Organisational Change --- p.13
Chinese Style of Management and Organization Behavior --- p.15
Development of a Conceptual Framework for Analysis --- p.15
External Environment --- p.17
"Transactional, Contextual and Enacted Environment" --- p.17
Environment Dimensions --- p.18
The Change Relationship Between an organisation and its External Environment --- p.20
Internal Environment --- p.20
The Technological Approach --- p.22
The Behavioral Approach --- p.23
Expectancy-valence Theory of Motivation --- p.25
Resistance to Change --- p.25
"Personalism and ""Face""" --- p.27
Management Training --- p.28
The Structure Approach --- p.29
Structural Dimensions of Organizational change --- p.31
Structural Characteristics of Chinese Organizational Culture and Management style --- p.32
Power Distance and Centralization --- p.34
Process of Organizational Change --- p.37
The Integrative Model --- p.37
Chapter IV. --- COLLECTED --- p.39
Ccmpany Background --- p.39
The informal Production Agreement Between Company DR and Canpany CH --- p.40
The Internal Organization of Company CH --- p.42
The Internal Working of Ccmpany CH --- p.44
Lack of Specific Cammunication Channel and Work Procedure --- p.44
The Influence of Personal Relationship --- p.46
Informal Communicaion...............: --- p.47
Lack of Co-ordination Among Department --- p.47
Centralized Decision-Making Powers --- p.47
The Importance of Seniority --- p.48
The Producer Mentality --- p.49
Change in Ownership of Company DR --- p.50
The Change Process and Efforts of Company CH --- p.55
Resistance to Change --- p.57
Individual Resistance to change --- p.57
Organizational Resistance to Change --- p.60
Chapter V. --- ANALYSIS AND INTERPRETATIONS --- p.62
External Environment --- p.62
External Transactional Environment --- p.62
The External Contextual Environment --- p.62
The External Enacted Environment --- p.63
The Fit Between the Organzation and its External Environment --- p.65
The Internal Environment --- p.68
The Technological Approach --- p.68
The Behavioral Approach --- p.69
Low Motivation to Change --- p.70
Resistance to Change --- p.71
"Personalism and ""Face-Giving""" --- p.73
Producer Mentality --- p.74
Management Training and Development --- p.75
Change Strategy --- p.76
The Structural Approach --- p.77
Structural Dimensions for Organizational Change --- p.77
The Positive and Negative Cultural Considerations of the Structural Dimensions --- p.79
Familism and owners' interests --- p.79
Informality and efficiency --- p.80
Power Centralization and the facilitation of intended organizational changes --- p.82
General Analysis on the Change Efforts --- p.84
Process of Organizational Change --- p.87
Chapter VI. --- CONCLUSIONS AND IMPLICATIONS FOR MANAGERS --- p.88
An Organization's Strategic Relationship with its External Environment --- p.88
Blending of Two Cultures within the internal Environment --- p.91
Formalization and Standardization --- p.92
Input and Output Control --- p.93
Strategic Consideration for Centralization --- p.94
The Importanceof Planning for Change --- p.96
APPENDIX
Chapter Appendix 1 : --- Good Manufacturing Practices --- p.98
Chapter Appendix 2 : --- FDA's Requirement Checklist --- p.119
BIBLIOGRAPHY --- p.156
40
"The Importance of organizational design for Hong Kong architectural firms." Chinese University of Hong Kong, 1992. http://library.cuhk.edu.hk/record=b5887142.
Full textAbstract:
by Sung Chi-Keung, John.Thesis (M.B.A.)--Chinese University of Hong Kong, 1992.
Includes bibliographical references (leaves 28-30).
ABSTRACT
TABLE OF CONTENTS
ACKNOWLEDGEMENT
CHAPTER
Chapter I --- INTRODUCTION --- p.1
Chapter II --- HISTORY OF THE ARCHITECTURAL PROFESSION AND THE BUILDING INDUSTRY --- p.6
Chapter III --- ANALYSIS OF ORGANIZATIONAL STRUCTURES --- p.14
Chapter IV --- SURVEY RESEARCH --- p.48
Chapter V --- STUDIES OF THREE ARCHITECTURAL FIRMS --- p.56
Chapter VI --- CONCLUSION --- p.82
APPENDIX
BIBLIOGRAPHY
41
"Organizational evolution via spatial partitioning: case study of a state-owned advertising agency in reform China." 2000. http://library.cuhk.edu.hk/record=b5890358.
Full textAbstract:
by Xu Kai.Thesis submitted in: December 1999.
Thesis (M.Phil.)--Chinese University of Hong Kong, 2000.
Includes bibliographical references (leaves 134-135).
Abstracts in English and Chinese.
ABSTRACT (English) --- p.iii
ABSTRACT (Chinese) --- p.v
ACKNOWLEDEMENT --- p.vi
LIST OF FIGURES --- p.vii
LIST OF TABLES --- p.viii
Chapter Chapter I --- Introduction --- p.1
Chapter 1. --- Prelude --- p.1
Chapter 2. --- The Questions of Intra- and Inter-Organizational Dynamics --- p.5
Chapter 3. --- Hybridization: A Historical Trajectory of Chinese Advertising Industry --- p.8
Chapter 4. --- Competition and Professionalization: Two Challenges Facing State-Owned Ad Agencies --- p.14
Chapter 5. --- The Basic Conceptual Framework and A Chapter Outline --- p.19
Chapter Chapter II --- "Space, Spatial Partition and Situated Practices of A State-owned Ad Agency" --- p.22
Chapter 1. --- "Strategic Practices, Locale, and Institutional Changes" --- p.22
Chapter 2. --- Key Concepts and Their Linkages --- p.27
Chapter Chapter III --- Methodology --- p.40
Chapter 1. --- Case Study and Case Selection --- p.40
Chapter 2. --- PrQcedure of Fieldwork --- p.42
Chapter 3. --- Data and My Identities in Data Collection --- p.46
Chapter 4. --- Validity of My Interpretation --- p.50
Chapter Chapter IV --- Spatial Partitioning and Routine Practices at PAC --- p.53
Chapter 1. --- Seaside Province and Phoenix City --- p.53
Chapter 2. --- Physical Settings of PAC --- p.57
Chapter 3. --- Professionalization of PAC in the Front Region --- p.68
Chapter 4. --- The Transformation of Organizational Structure --- p.71
Chapter 5. --- Routine and Non-routine Practices in the Back Region --- p.77
Chapter 6. --- The Mixture of Two Systems in PAC --- p.93
Chapter Chapter V --- Patrolling the Spatial Partition in Competition --- p.97
Chapter 1. --- Bidding as A Critical Moment --- p.98
Chapter 2. --- PAC's Preparation for Submitting A Bid --- p.99
Chapter 3. --- PAC's Excellent Performances in Bidding --- p.110
Chapter 4. --- Integration of the Two Paradigms of Organizational Management --- p.112
Chapter Chapter VI --- Conclusion and Discussion: The Hybridization in A Transitional Society --- p.116
Chapter 1. --- Organizational Dualism and Spatial Partitioning in PAC --- p.116
Chapter 2. --- Social Practices in A Transitional Society: A Spatial Perspective --- p.121
Chapter 3. --- Spatial Partitioning in Local Clients and International Ad Agencies --- p.125
Chapter 4. --- Organizational Evolution in A Transitional Society --- p.128
APPENDIX --- p.132
BIBLIOGRAPHY --- p.134
42
"Organization development in PRC/HK sales offices." Chinese University of Hong Kong, 1993. http://library.cuhk.edu.hk/record=b5887573.
Full textAbstract:
by Chan Cheong Hee (Kenneth).Thesis (M.B.A.)--Chinese University of Hong Kong, 1993.
ABSTRACT --- p.ii
table of contents --- p.iii
appendix --- p.iv
preface --- p.v
Part I (1989-1991)
Chapter a. --- background --- p.1
Chapter b. --- organization settings --- p.5
Chapter c. --- issues that drive the changes --- p.14
Chapter d. --- diagnosis --- p.17
Chapter e. --- interventions --- p.22
Chapter f. --- commentaries --- p.25
part ii (1992 - future)
Chapter a. --- introduction --- p.28
Chapter b. --- diagnosis --- p.29
Chapter c. --- interventions recommended --- p.44
Chapter d. --- conclusion --- p.57
appendix
Chapter I. --- PRC/HK SALES ORGANIZATION
Chapter II. --- PRC REP. OFFICE ORGANIZATION
Chapter III. --- CURRENT SITUATION - JOB RESPONSIBILITIES OF HK BASED SALES REP. AND LOCAL NATIONAL
Chapter IV. --- PERCEPTION OF CURRENT ORGANIZATION
Chapter V. --- ULTIMATE ARRANGEMENT
Chapter VI. --- COMMERCIAL ORGANIZATION INTERIM REPORT - 11 CRITICAL ISSUES
Chapter VII. --- ORGANIZATION CHANGE - DISCUSSION WITH STAFF
Chapter VIII. --- QUESTIONNAIRE FORM
Chapter IX. --- QUESTIONNAIRE RESULT
Chapter X. --- organization chart - 1996 projection
43
"Organisation development: a case study of the import/export department of a local Hong Kong bank." Chinese University of Hong Kong, 1987. http://library.cuhk.edu.hk/record=b5885730.
Full text
44
"Social accounts in promoting organizational change." 2000. http://library.cuhk.edu.hk/record=b5890181.
Full textAbstract:
by Ng Long-Tan.Thesis (M.B.A.)--Chinese University of Hong Kong, 2000.
Includes bibliographical references (leaves 51-55).
ABSTRACT --- p.iii
TABLE OF CONTENTS --- p.iv
LIST OF ILLUSTRATIONS --- p.vi
ACKNOWLEDGEMENT --- p.vii
Chapter
Chapter I --- INTRODUCTION --- p.2
Chapter II --- LITERATURE REVIEW --- p.5
The Applicability of Social Accounts Theory in Change Management --- p.5
Classification of Social Accounts Theory --- p.7
Types of Social Accounts --- p.8
Chapter (a) --- Mitigating Accounts: lessening apparent responsibility --- p.8
Message-Communicator Characteristics --- p.9
Chapter (b) --- Exonerating Accounts: legitimate motives --- p.11
Chapter (c) --- Reframing Accounts: altering perceptions about consequences --- p.12
Chapter III --- RESEARCH SETTING --- p.14
Hypotheses --- p.14
Conceptual Framework of this study --- p.16
Chapter IV --- THE CHANGE PROGRAM --- p.17
Introduction --- p.17
Company Background --- p.17
The Change Program --- p.18
Action Plans Recommended by PricewaterhouseCoopers --- p.19
The Implementation of the Change Program --- p.21
Chapter V --- RESEARCH METHODOLOGY --- p.24
Data Collection --- p.24
Measurement of Questionnaire --- p.25
Chapter VI --- RESULTS --- p.30
Correlation --- p.30
Regression --- p.33
Chapter VII --- DISCUSSION --- p.37
Message communicate characteristics --- p.37
Exonerating Motives --- p.40
Reframing Outcome --- p.42
Chapter VIII --- LIMITATIONS AND CONCLUSION --- p.46
Limitations --- p.46
Conclusion --- p.47
BIBLIOGRAPHY --- p.51
APPENDIX --- p.56
45
"Development of organizational commitment in Hong Kong aided secondary school Christian teachers: a case study." Chinese University of Hong Kong, 1991. http://library.cuhk.edu.hk/record=b5886955.
Full textAbstract:
Leung Ting Chor.Thesis (M.A.Ed.) -- Chinese University of Hong Kong, 1991.
Bibliography: leaves 142-147.
ACKNOWLEDGEMENTS --- p.I
LIST OF FIGURES --- p.II
LIST OF TABLES --- p.III
ABSTRACT --- p.IV
Chapter CHAPTER I --- Introduction --- p.1
General description of the area of concern --- p.1
Background of study --- p.2
Purpose of study and its problem --- p.5
Significance of the study --- p.6
Chapter CHAPTER II --- Literature Review and Theoretical Framework --- p.9
Concept of organizational commitment --- p.9
Competing definitions of commitment --- p.9
Definition of organizational commitment --- p.11
Antecedents of organizational commitment --- p.11
Concept of needs and values --- p.15
Concept of needs --- p.15
Concept of values --- p.18
Expectancy models of motivation --- p.19
Theoretical framework of this study --- p.21
Conceptualization --- p.21
Research questions --- p.26
Propositions --- p.29
Chapter CHAPTER III --- Methodology --- p.36
Research method --- p.36
Collection of data --- p.38
Choice of cases --- p.38
Choice of school --- p.40
Data management --- p.41
Validation --- p.42
Interview questionnaire --- p.44
Data analysis --- p.45
Limitations --- p.46
Chapter CHAPTER IV --- Analysis and Discussion --- p.48
Description of the school --- p.48
Description of the subjects --- p.50
Teachers at the early employment career stage --- p.50
Teachers at the middle career stage --- p.52
Teachers at the late career stage --- p.54
Pattern for the development of organizational commitment --- p.56
Perception of teacher roles --- p.56
Satisfaction in teaching --- p.77
Acceptance for the school --- p.81
Organizational commitment of the teachers --- p.122
Chapter CHAPTER V --- "Conclusion, Implications and Recommendations" --- p.131
Conclusion --- p.131
Implications for further study --- p.138
Recommendations --- p.140
BIBLIOGRAPHY --- p.142
APPENDICES
Chapter Appendix I --- Interview Questionnaire --- p.148
Chapter Appendix II --- Interview Transcript --- p.150
Chapter Appendix III --- Notations used in this study --- p.151
Chapter Appendix IV --- Summary of propositions --- p.152
Chapter Appendix V --- Categories of codes --- p.153
46
"School effectiveness as related to organizational climate and leadership style." Chinese University of Hong Kong, 1985. http://library.cuhk.edu.hk/record=b5885575.
Full text
47
Lin, Xiaosong. "The influence and emergence of transformational leadership : empirical studies in China." Phd thesis, 2013. http://hdl.handle.net/1885/150967.
Full textAbstract:
Researchers have shown a strong and continuing interest m studying transformational leadership. My thesis makes contributions to the transformational leadership research with two studies. Specifically, based on hope theory, Study 1 examines the process by which effects of transformational leadership are ultimately realized. Study 2 investigates the antecedents of transformational leadership from the follower-centered perspective on leadership theories. The majority of previous studies have posited that transformational leadership influences followers by arousing their "will" (agency) to pursue the higher level goals. However, I argue that as transformational leadership involves significant challenges for followers, having only "will" is not sufficient for followers to realize the transformational effects, followers must have the "way" (pathways) to uphold their "will". In Study 1, I posit that transformational leadership not only arouses follower's "will" but also helps follower develop the "way" to achieve the higher level goals. I integrate hope theory into transfonnationalleadership research, and propose that transformational leadership enhances follower's job performance and affective commitment by fostering follower's hope, which is a cognitive set based on a reciprocally derived sense of "will" (agency) and "way" (pathways). To understand how follower's characteristics affect this mediating process, I further examine the moderating effect of follower's growth need strength, individual power distance, and the joint moderating effect of the both on the relationship between transformational leadership and hope. I tested the hypotheses of Study 1 with data from a sample of 265 subordinate-supervisor dyads from China. Data analysis results support the mediating role of hope. Furthermore, I found that transformational leadership has stronger effect on hope when growth need strength is higher, and this effect is the strongest when both growth need strength and individual power distance are simultaneously higher. Researchers have investigated antecedent of transformational leadership with trait-approach and situation-approach. However, the results are inconsistent and often disappointing. These studies have two limitations. Firstly, although researchers have suggested that both followers and leaders contribute to the emergence of leadership, few studies have explained or examined followers' roles in influencing leader's motivations and the emergence of transformational leadership. Secondly, although recent research has suggested viewing transfonnational leadership as a dual-level construct, these studies continue to treat transformational leadership as an overarching construct and have failed to distinguish the different mechanisms underlying the emergence of transformational leadership at group and individual levels. In Study 2, I develop a dual-level theoretical framework to explain the processes by which followers influence the emergence of transformational leadership based on the follower-centered perspective on leadership theories. Specifically, I use leadership self-efficacy theory to propose that follower group cohesiveness contributes to the emergence of group-focused transformational leadership through promoting leader's leadership self-efficacy. Further, I use trust theory to suggest that individual follower's proactive behavior and affective commitment to leader promote the emergence of individual-focused transformational leadership via building leader's cognitive/affective trust in the individual follower. I also examme the cross-level effect of leader leadership self-efficacy on individual-focused transformational leadership. I tested the hypotheses of Study 2 with data from a sample of 37 groups with 221 subordinate-supervisor dyads from China. I collected the data with a 3-month time-lag design. Data analysis results support the mediating role of leadership self-efficacy at group-level analysis and cognitive/affective trust in follower at individual level-analysis. Furthermore, I found that group-level leadership self-efficacy has positive effect on individual-level individual-focused transformational leadership. Finally, I discuss the theoretical and practical implications derived from my thesis. I suggest that organizations should place effort on developing employees' hope, and take followers' characteristics, e.g., growth need strength and power distance, into account simultaneously. My findings also suggest that organizations should be aware of the active roles of followers in promoting the emergence of group-focused transformational and individual-focused transformational leadership through building leader's leadership self-efficacy and cognitive/affective trust in follower.
48
"Job characteristics and level of organisational commitment among assistant labour officers." Chinese University of Hong Kong, 1997. http://library.cuhk.edu.hk/record=b5889011.
Full textAbstract:
by Law Tak Yan.Thesis (M.B.A.)--Chinese University of Hong Kong, 1997.
Includes bibliographical references (leaves 44-46).
TABLE OF CONTENTS
APPROVAL --- p.ii
ABSTRACT --- p.iii
TABLE OF CONTENTS --- p.iv
LIST OF ILLUSTRATIONS --- p.vi
LIST OF TABLES --- p.vii
Chapter
Chapter I. --- INTRODUCTION --- p.1
Chapter II. --- LITERATURE REVIEW --- p.3
Definitions of Organisational Commitment --- p.3
Antecedents of Organisational Commitment --- p.4
Job Characteristics Model --- p.6
Core Job Characteristic Dimensions --- p.7
Skill Variety --- p.8
Task Identity --- p.8
Task Significance --- p.8
Autonomy --- p.8
Feedback --- p.9
Critical Psychological States --- p.10
Personal and Work Outcomes --- p.10
Growth Need Strength --- p.11
Relationship between Organisational Commitment and Job Characteristics --- p.11
Chapter III. --- METHODOLOGY --- p.13
Organisation of the Labour Department --- p.13
Sample Characteristics --- p.17
Measurement of Organisational Commitment --- p.18
The Job Diagnostic Survey --- p.20
Interview --- p.22
Chapter IV. --- RESULTS AND ANALYSIS --- p.23
Level of Organisational Commitment --- p.25
Comparison of Job Characteristics --- p.27
Skill Variety --- p.27
Task Identity --- p.28
Task Significance --- p.28
Autonomy --- p.29
Feedback --- p.30
Antecedents of Organisational Commitment for Assistant Labour Officers --- p.31
Chapter V. --- DISCUSSION AND CONCLUSION --- p.32
Enrichment of Job Characteristics by Job Redesign --- p.32
Combining Tasks --- p.33
Establishing Client Relationship --- p.33
Opening Feedback Channels --- p.34
Antecedents of Organisational Commitment --- p.34
APPENDIX --- p.36
BIBLIOGRAPHY --- p.44
49
"Strategic adaptation to institutional change: a study of the advertising department of a provincial TV station in China." 2004. http://library.cuhk.edu.hk/record=b5896203.
Full textAbstract:
Yan Jing Linda.Thesis submitted in: December 2003.
Thesis (M.Phil.)--Chinese University of Hong Kong, 2004.
Includes bibliographical references (leaves 95-99).
Abstracts in English and Chinese.
ABSTRACT --- p.i
中文摘要 --- p.iii
TABLE OF CONTENTS --- p.iv
Chapter CHAPTER 1 --- INTRODUCTION
Chapter 1.1 --- Background --- p.1
Chapter 1.2 --- Research Question --- p.4
Chapter 1.3 --- Zhejiang Provincial TV Station and the Economic Life Channel --- p.6
Chapter 1.4 --- The Advertising Department --- p.9
Chapter 1.5 --- Methodology --- p.11
Chapter CHAPTER 2 --- """STRATEGIC ADAPTATION"": ANEO-INSTITUTIONAL-SOCIOLOGY APPROACH"
Chapter 2.1 --- Transaction Cost and Organizational Mode --- p.15
Chapter 2.2 --- Organizations and Institutions in Transition Societies --- p.16
Chapter 2.3 --- Studies on China's Media Reform --- p.19
Chapter 2.4 --- """Strategic Adaptation""" --- p.21
Chapter 2.5 --- "Behavioral Patterns of ""Strategic Adaptation""" --- p.22
Chapter CHAPTER 3 --- INSTITUTIONAL CONFLICTS IN A TRANSITIONAL MEDIA ENVIRONMENT
Chapter 3.1 --- Partial Reform and Duality of Institutional Demands --- p.26
Chapter 3.1.1 --- "“Old´حInstitutional Demands - the ""Propaganda Work Guidebook""" --- p.30
News Censorship and Programming Policy --- p.31
Propaganda Quality Responsible Contract --- p.32
Chapter 3.1.2 --- “New´حInstitutional Demands 一 The Financial Responsible Contract --- p.34
Revenue Target --- p.34
Employment Terms and Performance Based Job Allowances --- p.35
Chapter 3.2 --- Ambiguities and Conflicts --- p.37
Chapter CHAPTER 4 --- STRUCTURAL ADAPTATION: DECOUPLING OF ACTIVITIES AND ORGANIZATIONAL STRUCTURE
Chapter 4.1 --- Structural Adaptation in a Transitional Context --- p.39
Chapter 4.2 --- Spanning of Space --- p.42
Chapter 4.3 --- Spanning of Practice --- p.47
Chapter 4.4 --- Spanning of Identity --- p.50
Chapter 4.5 --- Discussion --- p.52
Chapter CHAPTER 5 --- SYMBOLIC ADAPTATION: BUILDING A SYMBOLIC BRIDGE
Chapter 5.1 --- Symbolic Adaptation in a Transitional Context --- p.55
Chapter 5.2 --- Boundary Blurring --- p.56
Chapter 6.3 --- Symbolic Packaging --- p.60
Chapter 6.4 --- Ideological Framing --- p.63
Chapter 6.5 --- Discussion --- p.68
Chapter CHAPTER 6 --- RECIPROCAL BEHAVIORS
Chapter 5.1 --- Reciprocal Behaviors in a Transitional Context --- p.69
Chapter 5.2 --- Emergent Networking --- p.72
Chapter 5.3 --- Prospective Networking --- p.77
Chapter 5.4 --- Discussion --- p.81
Chapter CHAPTER 7 --- CONCLUSIONS
Chapter 7.1 --- Summary of Findings --- p.84
Chapter 7.2 --- """Strategic Adaptation""" --- p.87
Chapter 7.3 --- A Micro and Macro Link --- p.88
Chapter 7.4 --- Generalizability and Boundaries of Findings --- p.90
Chapter 7.5 --- Limitations and Agenda for Future Research --- p.92
Bibliography --- p.95
50
"Social and eco-justice as ignored subjects in environmental education: case studies in Hong Kong primary schools = 偏離社會與生態公義的環境敎育 : 本港小學個案硏究." 1999. http://library.cuhk.edu.hk/record=b5889963.
Full textAbstract:
by Wong Wing Kwan.Thesis (M.Phil.)--Chinese University of Hong Kong, 1999.
Includes bibliographical references (leaves 163-172).
Text in English; abstracts in English and Chinese.
by Wong Wing Kwan.
ABSTRACT --- p.ii
ABSTRACT (in Chinese) --- p.iv
ACKNOWLEDGEMENTS --- p.v
LIST OF TABLES --- p.xi
LIST OF ABBREVIATIONS --- p.xii
LIST OF APPENDIXES --- p.xiii
Chapter 1/ --- INTRODUCTION --- p.1
Chapter 1.1 --- Research Impetus --- p.1
Chapter 1.2 --- Central Research Problem --- p.2
Chapter 1.3 --- Research Significance --- p.4
Chapter 1.4 --- Organization of This Thesis --- p.6
Chapter 2/ --- ON ENVIRONMENT AND ENVIRONMENTAL EDUCATION -- THE THEORETICAL AND GLOBAL CONTEXT --- p.9
Chapter 2.1 --- The Environmental Crisis --- p.9
Chapter 2.11 --- The dominating perspective --- p.10
Chapter 2.12 --- Problems overlooked --- p.11
Chapter 2.13 --- Environmental problems as problems of social injustice --- p.14
Chapter 2.14 --- Locating the power relations --- p.15
Chapter 2.141 --- The dominating definition of life quality --- p.15
Chapter 2.142 --- The global economic order--- a platform of power asymmetry --- p.17
Chapter 2.143 --- "Global development agenda--- ""catching-up"" as the basis for sustainability" --- p.18
Chapter 2.2 --- Environmental Education: A Critique of the Established Views --- p.22
Chapter 2.21 --- Seeking definitions --- p.23
Chapter 2.22 --- "From definition to practice- the split of mind, body and heart" --- p.24
Chapter 2.23 --- The domination of mainstream science and technologyin environmental education --- p.27
Chapter 2.3 --- Environmental Education in the Form of Empowerment --- p.30
Chapter 2.4 --- Chapter Summary --- p.37
Chapter 3/ --- ON ENVIRONMENT AND ENVIRONMENTAL EDUCATION -- THE LOCAL CONTEXT --- p.38
Chapter 3.1 --- Environmental Agenda in Hong Kong --- p.38
Chapter 3.11 --- Role of the government --- p.38
Chapter 3.12 --- Role of private corporations --- p.42
Chapter 3.13 --- Role of green groups --- p.44
Chapter 3.14 --- Role of scientists and experts --- p.47
Chapter 3.15 --- Dangerous liaisons --- p.48
Chapter 3.2 --- Environmental Education in Hong Kong - An Overview --- p.49
Chapter 3.21 --- Environmental education targeted at public awareness --- p.50
Chapter 3.22 --- Environmental education in formal schooling --- p.52
Chapter 3.23 --- Local researches on environmental awareness and environmental education --- p.53
Chapter 3.3 --- Chapter Summary --- p.55
Chapter 4/ --- RESEARCH DESIGN --- p.58
Chapter 4.1 --- Research Design --- p.58
Chapter 4.11 --- The nature of critical qualitative research --- p.58
Chapter 4.12 --- The nature of case-study --- p.60
Chapter 4.13 --- Selection of cases --- p.61
Chapter 4.2 --- Case Profiles --- p.63
Chapter 4.21 --- Tim Po Primary School --- p.63
Chapter 4.22 --- Sing Tak Primary School --- p.64
Chapter 4.23 --- Fung Lan Primary School --- p.65
Chapter 4.3 --- Data Collection --- p.67
Chapter 4.31 --- Written and printed texts --- p.68
Chapter 4.32 --- Interviews --- p.69
Chapter 4.33 --- Observation --- p.72
Chapter 4.34 --- Research validity and data triangulation --- p.74
Chapter 4.4 --- Data Recording and Analysis --- p.75
Chapter 4.41 --- Data recording --- p.75
Chapter 4.42 --- Data analysis --- p.75
Chapter 4.5 --- Research Limitations --- p.77
Chapter 4.6 --- Chapter Summary --- p.79
Chapter 5/ --- INSIDE STORIES -- ENVIRONMENTAL EDUCATION IN SCHOOLS --- p.80
Chapter 5.1 --- The Case of Tim Po Primary School (TPS) --- p.80
Chapter 5.11 --- Environmental education in formal curriculum --- p.80
Chapter 5.12 --- Environmental Education in informal curriculum --- p.90
Chapter 5.2 --- The Case of Sing Tak Primary School (STS) --- p.92
Chapter 5.21 --- Environmental education in formal curriculum --- p.92
Chapter 5.22 --- Environmental education in informal curriculum --- p.94
Chapter 5.3 --- The case of Fung Lan School (FLS) --- p.100
Chapter 5.31 --- Environmental education in formal curriculum --- p.100
Chapter 5.32 --- Environmental education in informal curriculum --- p.102
Chapter 5.33 --- Environmental education beyond curriculum --- p.102
Chapter 5.4 --- Chapter Summary --- p.106
Chapter 6/ --- BEHIND THE STORIES - -FORCES AND DYNAMICS --- p.108
Chapter 6.1 --- Seeing Environmental Education through the Eyes of Teachers --- p.108
Chapter 6.11 --- Conceptualizing the environmental problematique --- p.108
Chapter 6.111 --- Central problems --- p.109
Chapter 6.112 --- Causes of the problems --- p.110
Chapter 6.113 --- Dealing with the problems --- p.112
Chapter 6.12 --- Understanding environmental education --- p.114
Chapter 6.121 --- Environmental education as a matter of lifestyle --- p.114
Chapter 6.122 --- "The cultivation of ""personal"" attitudes" --- p.115
Chapter 6.123 --- Pupils' age and teachers' expectation --- p.117
Chapter 6.13 --- Personal level constraints acting on teachers --- p.119
Chapter 6.131 --- Lack of subject knowledge --- p.119
Chapter 6.132 --- Teaching experience --- p.121
Chapter 6.2 --- School Level Factors in Environmental Education --- p.123
Chapter 6.21 --- The focus of work: the marginalized status of environmental education and General Studies --- p.123
Chapter 6.22 --- Tight schedule --- p.127
Chapter 6.3 --- External Forces and School Environmental Education --- p.130
Chapter 6.31 --- School inspectors and board of directors --- p.130
Chapter 6.32 --- The preoccupation with school reputation and academic attainment --- p.131
Chapter 6.4 --- Chapter Summary --- p.133
Chapter 7/ --- A GROUNDED CRITIQUE --- p.134
Chapter 7.1 --- The Non-critical and Apolitical Environmental Agendain School Environmental Education --- p.134
Chapter 7.11 --- The narrow definition of environmental subjectsin the syllabus of General Studies --- p.134
Chapter 7.12 --- The anti-environment themes --- p.137
Chapter 7.2 --- Teachers as Agency --- p.138
Chapter 7.3 --- "The Task Oriented Environmental Education ""Show""" --- p.143
Chapter 7.31 --- "Schools' primary concerns: environmental education and ""quality"" education" --- p.143
Chapter 7.32 --- The reliance on external resources --- p.145
Chapter 7.4 --- Chapter Summary: The Detachment from the Process of Empowerment --- p.149
Chapter 8/ --- CONCLUSION: ENVIRONMENTAL EDUCATION IN THE WHIRLPOOL OF EDUCATION REFORM --- p.150
Chapter 8.1 --- A Restatement on the True Meaning of Environmental Education --- p.150
Chapter 8.2 --- Some Characteristics of Environmental Educationin Hong Kong Primary Schools --- p.151
Chapter 8.3 --- Looking Beyond: Environmental Education in the Whirlpool of Education Reform --- p.152
Chapter 8.31 --- The overarching priority of education --- p.153
Chapter 8.32 --- "Environmental awareness as part of the entrepreneur's ""personality package""" --- p.154
Chapter 8.33 --- The formalization of extra-curricular activities --- p.156
Chapter 8.4 --- Final Words --- p.158
APPENDIXES --- p.160
REFERENCES --- p.163