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This article analyzes the implementation of anti-corruption reforms in Taiwan by two former presidents, Chen Shui-bian (2000-2008) and Ma Ying-jeou (2008-2016).

A three-tier research approach, including in-depth interviews, questionnaire survey, and descriptive and inferential analysis, is adopted. In addition to Chen and Ma, 11 senior anti-corruption officials who served under both presidents were interviewed by the author. The survey questions cover 12 factors which are later grouped into the five dimensions of ethical leadership, considerate leadership, delegating leadership, participatory leadership, and performance to illustrate the causal relationship between these dimensions and performance.

Ma’s personal ethics are distinct from Chen’s in kind but Ma’s overall leadership and performance outshine Chen’s in degree rather than in kind. While the gap of ethical leadership between two Taiwan presidents is significantly wider than other dimensions of leadership, the outcome of the national integrity is not proportionate to the ethical leadership gap. In other words, personal ethics are not automatically transformed into political will for enhancing anti-corruption effectiveness. Three popular forms of corruption, red envelopes (bribing), influence-peddling, and vote-buying are analyzed in the context of changing political culture through national leadership. Unfortunately, both Chen and Ma produce insignificant contributions based on public surveys.

Policy-makers and scholars can use these research findings to further explore how ethical leadership can enhance a country’s anti-corruption performance.

The purpose of this paper is to document an interview with Dr Xiao‐Ping Chen to share her professional and career experience as a management scholar. It shows the path of her scholarly journey fueled by her love and passion for the profession.

This paper is based on a recent interview with Dr Xiao‐Ping Chen.

Dr Xiao‐Ping Chen's experience demonstrated the importance of love and passion in one's career pursuit. It shows the importance of the interplays of internal passion and commitment and the external factors in paving and determining a scholar's career success, and how to balance personal life and a demanding role in research, teaching, and professional service.

Dr Chen's career provides an exemplar case for junior scholars to deal with the Chinese transitioning symptom associated with pursuing an academic research career. In particular, Dr Chen's optimistic and persistent way of dealing with difficulties in career and life may inspire junior scholars or those who wish to pursue a career in management research.

The interview profiles a picture of a passionate scholar in management research and offers an inspirational exemplar for the new generation of Chinese HRM researchers.

This chapter discusses the impacts of David Maines's scholarship in communication research. The utilities of Maines's scholarship in communication research were first identified in a 1997 session in the annual convention of National Communication Association (NCA) by many leading scholars. This chapter documents the applications of Maines's scholarship in communication research in recent years when communication researchers utilized concepts and arguments constructed by Maines to investigate narratives in relations to Donald Trump's presidential election as well as the COVID-19 pendemic.

In his autobiography, Chen Shui-bian (1999, p. 40) condemned the Koumintang's (KMT's) corruption and praised the Democratic Progressive Party (DPP) for being free from money politics and corruption. The DPP fought the 1992 Legislative Yuan election campaign effectively on an anticorruption platform and used the same strategy in subsequent elections. If Chen Shui-bian had criticized the KMT for its involvement with “black gold” politics and had won the 2000 presidential election on his anticorruption platform, why was he and his family found guilty of corruption after his second term of office? The short answer is that even though he had promised to curb corruption, President Chen himself had succumbed to corruption after assuming office. In June 2002, Keesing's Contemporary Archives cited a poll in Taiwan that indicated that more respondents had perceived the DPP to be more corrupt than the KMT (Copper, 2006, p. 14).

Most decision-making problems in construction are complex and difficult to solve, as they involve multiple criteria and multiple decision makers in addition to subjective uncertainties, imprecisions and vagueness surrounding the decision-making process. In many instances, the decision-making process is based on linguistic terms rather than numerical values. Hence, structured fuzzy consensus-reaching processes and fuzzy aggregation methods are instrumental in multi-criteria group decision-making (MCGDM) problems for capturing the point of view of a group of experts. This chapter outlines different fuzzy consensus-reaching processes and fuzzy aggregation methods. It presents the background of the basic theory and formulation of these processes and methods, as well as numerical examples that illustrate their theory and formulation. Application areas of fuzzy consensus reaching and fuzzy aggregation in the construction domain are identified, and an overview of previously developed frameworks for fuzzy consensus reaching and fuzzy aggregation is provided. Finally, areas for future work are presented that highlight emerging trends and the imminent needs of fuzzy consensus reaching and fuzzy aggregation in the construction domain.

Gives a bibliographical review of the finite element methods (FEMs) applied for the linear and nonlinear, static and dynamic analyses of basic structural elements from the theoretical as well as practical points of view. The range of applications of FEMs in this area is wide and cannot be presented in a single paper; therefore aims to give the reader an encyclopaedic view on the subject. The bibliography at the end of the paper contains 2,025 references to papers, conference proceedings and theses/dissertations dealing with the analysis of beams, columns, rods, bars, cables, discs, blades, shafts, membranes, plates and shells that were published in 1992‐1995.

This purpose of this article is to report the second part of a recent interview with Dr Ming-Jer Chen. He shares his values, beliefs and philosophies on life, business and scholarship; relates how these philosophies have shaped his approach to teaching, research and service; and outlines his strategies for making important career and professional decisions.

Interview with Dr Ming-Jer Chen.

Dr Ming-Jer Chen’s firm belief in the Oneness (精一) is reflected in his constant pursuit of “making the world smaller” by closing divides of various kinds. During his career journey, Dr Chen has applied the philosophy of “keeping a balanced and integrated view” to tackle professional and career challenges and reinforced that with the wisdom of his ambicultural perspective. His East–West background and beliefs shape his engagements with the research and business communities and his expertise includes management education and decision-making, as well as teaching, research and professional services.

Dr Chen’s unique life and career experiences make him a role model for those who intend to pursue a career in management research. His ambicultural insight and balanced and integrated perspective may help junior scholars to deal with challenges in their professional lives.

The interview profiles a thought leader and strategist in management research and education, whose experience and wisdom may enlighten junior scholars along their career paths.

This chapter examines the underlying concerns people have for relative status within their group (i.e., intragroup status) and their group's relative status to that of other groups (i.e., intergroup status). I adopt a deductive approach using arguments and evidence in the cross-cultural research and literature. I begin by reviewing the basic findings in social psychology and organizational behavior literatures, which suggest that both intragroup status and intergroup status will have positive impact on important group outcomes such as people's evaluation of, and commitment to, the group. Moreover, consistent with the notion of the fishpond phenomenon, past findings also suggest that those with high-intragroup status and low-intergroup status show more group-oriented reactions than those with low-intragroup status and high-intergroup status (i.e., people prefer to be a big fish in a small pond than a small fish in a big pond). Next, I provide both psychological and structural reasoning to argue that the fishpond phenomenon will be less likely to emerge in collectivistic than individualistic cultures. I close by considering the implications from the cross-cultural analysis to the broader conceptual understanding of mechanisms underlying people's concerns for intragroup status vs. intergroup status in work groups and organizations.

The purpose of this paper is to provoke discussion on the choice of initial public offering (IPO) timing and issues that entrepreneurs need to think about when making such decision.

This case explores issues surrounding IPOs and in particular, the potential conflict of interest between company founder and external investors. H‐Solution, founded in 2002, was an entrepreneurial company in China's medical device industry. It started as an importer and distributor of advanced medical equipment and subsequently transformed its business model to providing integrated outsourcing solutions for hospitals. While Beta Venture, H‐Solution's venture capital (VC) investor, was eager to take the company public early, Xia Chen, H‐Solution's founder, was concerned that the increased disclosure requirement would force H‐Solution to disclose the details of its new business model to rivals, endangering H‐Solution's future market position and growth.

The paper finds that it is important to focus on a company's fundamentals and long‐term value creation. Senior managers should avoid decisions that may sacrifice the long‐term well‐being of the company for short‐term gains.

This case provides insight into the founder‐VC relationship and potential conflicts of interest between them. Students are encouraged to think about issues surrounding H‐Solution's IPO and decide whether or not the company should pursue a public offering given the circumstances. This case can be used in entrepreneurship and/or venture capital and private equity courses.