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Mao Zedong was the representative figure in the Sinicisation of Marxism. At the beginning of the May 4th Movement, he advocated promoting the transformation of society by proceeding from the actualities of China and inheriting critically the legacy of Chinese and Western cultures. After he became a Marxist, he firmly resisted the tendency towards divination of the directives of the Communist International, and the Soviet experience of revolution, and tried hard to integrate the universal principles of Marxism with Chinese culture and Chinese revolutionary practice, thus opening up the way to the revolution in 1949. However, after the founding of the New China he patterned the economic construction on the Soviet model, and stressed criticism of the culture of the bourgeois, but dropped his guard against the pernicious influences of feudal society; so the historical sediment of the feudal culture became thicker and thicker under cover of Marxism, and finally there occurred the historical tragedy of the “Great Leap Forward” and the “Great Cultural Revolution”. The Third Plenary Session of the Eleventh Central Committee of the Chinese Communist Party repudiated the theoretical basis of the “Great Cultural Revolution” and brought in a new phase of political restructuring and cultural openness. The author holds that the evolution of Mao Zedong′s concept of Chinese and Western cultures should be studied and summarised, so that lessons may be drawn from it for the building of a socialist spiritual civilisation.

This paper seeks to propose that practical wisdom originating within the Chinese classical traditions has been instrumental in China's ascendance to the world stage. Its purpose is to analyze biographical data across 200 Chinese business leaders in order to gauge the relative influence of two competing ideologies – Maoism and Confucianism.

This paper is based on a two‐step design process. First, modern day leadership archetypes characterizing Maoist and Confucian ideology were developed from the literature. Second, these archetypes were applied in the content analysis of biographical data on Chinese business leaders.

There was evidence of both Maoism and Confucianism in the practices of Chinese business leaders. An unintended, third cohort of leaders emerged, representative of the younger end of the biographical distribution, who appear to embrace paradox in their ideological orientation.

There were three practical implications for management and leadership development: the importance of integrating the concept of paradox into management and leadership development curricula; the provision of illustrative alternatives to western world leadership exemplars; and increased emphasis on global leadership as an emergent phenomenon with particular attention to the burgeoning internationalization of Chinese enterprise and its associated ideologies.

The current leadership literature is dominated by western world exemplars. This paper offers an alternative view; one rich with the wisdom and classical traditions of the Chinese culture.

Digital humanities research platform for biographies of Malaysia personalities (DHRP-BMP) was collaboratively developed by the Research Center for Chinese Cultural Subjectivity in Taiwan, the Federation of Heng Ann Association Malaysia, and the Malaysian Chinese Research Center of Universiti Malaya in this study. Using The Biographies of Malaysia Henghua Personalities as the main archival sources, DHRP-BMP adopted the Omeka S, which is a next-generation Web publishing platform for institutions interested in connecting digital cultural heritage collections with other resources online, as the basic development system of the platform, to develop the functions of close reading and distant reading both combined together as the foundation of its digital humanities tools.

The results of the first-stage development are introduced in this study, and a case study of qualitative analysis is provided to describe the research process by a humanist scholar who used DHRP-BMP to discover the character relationships and contexts hidden in The Biographies of Malaysia Henghua Personalities.

Close reading provided by DHRP-BMP was able to support humanities scholars on comprehending full text contents through a user-friendly reading interface while distant reading developed in DHRP-BMP could assist humanities scholars on interpreting texts from a rather macro perspective through text analysis, with the functions such as keyword search, geographic information and social networks analysis for humanities scholars to master on the character relationships and geographic distribution from personality biographies, thus accelerating their text interpretation efficiency and uncovering the hidden context.

At present, a digital humanities research platform with real-time characters’ relationships analysis tool that can automatically generate visualized character relationship graphs based on Chinese named entity recognition (CNER) and character relationship identification technologies to effectively assist humanities scholars in interpreting characters’ relationships for digital humanities research is still lacking so far. This study thus presents the DHRP-BMP that offers the key features that can automatically identify characters’ names and characters’ relationships from personality biographies and provide a user-friendly visualization interface of characters’ relationships for supporting digital humanities research, so that humanities scholars could more efficiently and accurately explore characters’ relationships from the analyzed texts to explore complicated characters’ relationships and find out useful research findings.

This chapter analyzes Mao Zedong’s decision-making code in foreign policy decisions made during his years as China’s leader: 1949–1976. I examine six decisions in China’s foreign policy during Mao’s tenure: China’s involvement in the Korea war (1951), Annexation of Tibet (1951), attacking the Taiwanese islands (1954), China’s war with India (1962), its involvement in the Vietnamese war (1964), and 1969 incident with the Soviet Army. This, in order to shed more light on the decision-making of leaders from the Far East, and to try and understand insights pertaining to the current foreign policy of China.

The analysis was conducted using the Applied Decision Analysis (ADA) method, based on historical materials, testimonies, and reports. The analysis demonstrates that Mao followed the poliheuristic decision rule in these decisions. Chairman Mao was making his decisions while choosing the most rational, cost-effective decision among alternatives that did not place his political status at risk.

The purpose of this paper is to elaborate a unique approach to researching into the mind of Mao and, at the same time, review of papers in this issue of Chinese Management Studies. Through this paper, the editor hopes to communicate the three simple yet important criteria that should feature in the selection of future papers.

Values of scholarly community as embodied within the 1,040-year-old Yuelu Academy are first introduced as translated by the joint efforts of the authors. The relevance of such cultural values for modern scholars is then discussed. This is followed by the author highlighting the unique research opportunity (documentary study and analysis) as offered by the Shaoshan Mao Memorial Museum. Perhaps it is possible to get a hint of the thinking of Mao Zedong. Finally, consistent with the earlier two review papers, a bird-eye view of key findings is given of the nine selected papers, namely, on politics, state-owned enterprises, team, socialism, planning, human resource management, leadership, competition and knowledge.

Clearly the modern scholarly community will benefit by imbibing the values of the Yuelu Academy with their strong emphasis on ethical behaviors, diligence and the deep pursuit of scholarly inquiry. Also, the Chinese, by documenting the writings of Mao Zedong (Shaoshan Museum), made him perhaps the most well-documented strategist for in-depth research. From the latest review of manuscripts, authors have yet to incorporate Chinese cultural, historical and social background as an integral part of their papers.

This paper calls for scholars to try to reintegrate Chinese cultural values back into research on Chinese management. Professor Warner Malcolm, Cambridge University, a contributing author wrote to the journal saying in essence: “[…] Chinese management is […] deeply rooted in Chinese cultural norms […]” Hopefully more of the submissions will begin to reflect such an orientation.