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Drawing from the ancient Chinese philosopher Xunzi's insights on humanity, this study aims to address human nature's critical role in influencing and shaping consumers' shopping channel choices in the emerging artificial intelligence (AI) era and the implications for non-East Asian countries.

Based on the theory of planned behaviour and accessibility–diagnosticity theory, our approach created a holistic model conceptualising human nature, shopping orientations, channel choice intentions, subjective norms and perceived AI usefulness. A questionnaire survey method served to test the framework.

The results validated human nature's role in shaping and influencing consumers' channel choices through shopping orientation. Subjective norms weaken the positive relationship between human nature and shopping orientation, while the positive relationship between shopping orientation and online purchase intention is stronger when consumers perceived AI as highly useful.

This paper contributes to humanity hypotheses literature in management by introducing Xunzi's theory that views human nature as evil. Additionally, it enriches channel choice literature by introducing perceived AI usefulness.

Drawing on the wisdom of ancient Chinese philosopher Xunzi, this paper aims to present a novel mechanism for governing opportunism, referred to as “cultivational governance.” By examining the role of artificial intelligence (AI) resources possessed by e-commerce platforms, the authors explore how these resources contribute to mitigating seller opportunism. The central hypothesis of this study posits that two distinct types of AI resources, namely, AI technology resources and AI human resources, serve as crucial factors in curbing seller opportunism. Furthermore, the authors propose that platform digital empowerment and value cocreation act as mediating variables linking AI resources to opportunism.

Based on the resource-based view and resource orchestration theory, the authors developed a framework and tested it using survey data from sellers. This framework encompasses five key variables: e-commerce platform’s AI technology resources, AI human resources, platform digital empowerment, value cocreation and seller opportunism. Regression analysis was used for data analysis.

The empirical results validate the effectiveness of cultivational governance mechanisms, as both AI resources effectively suppress seller opportunism through digital empowerment and value cocreation. Specifically, e-commerce platforms’ AI technology resources significantly promote value cocreation and platform digital empowerment, while AI human resources primarily contribute to platform digital empowerment. Although platform digital empowerment encourages value cocreation, its direct impact on reducing seller opportunism was not supported. Notably, value cocreation negatively affects seller opportunism.

The present research mainly contributes to the marketing channel governance literature by introducing a new approach to inhibit opportunism, namely, the cultivational governance mechanism.

The purpose of this paper is to explore the relevant sayings and stories of the ancient Chinese sages in relation to the style of Chinese human resource management (HRM).

Related texts generated from the quotations and stories from four Chinese sages, Guanzi, Hanfeizi, Xunzi and Yanzi, were translated and analyzed and their thinking regarding ruling the state and managing the people was discussed in line with the thoughts from the mainstream and modern Western management gurus such as Warren Bennis, Peter Drucker, Mary Parker Follett, Douglas McGregor, Rosabeth Moss Kanter, Elton Mayo and Jeffrey Pfeffer.

It was found that there were striking similarities in thoughts and call for actions to address key issues in HRM by both old and contemporary, east and west thinkers across 2,500 years. The main concerns are to select the right leaders and managers and recruit the right people; create attractive organisational culture and environments that promote a participative management approach to encourage, empower and engage employees to achieve desirable outcomes; uphold the people‐centred management principles; and focus on designing reward schemes that emphasise service and contribution instead of position and profits.

There is much to be learned from the past to address the present people management issues among modern organisations both inside China and perhaps from other parts of the world. It was as difficult to take seriously the principles‐based ruling and management approaches in ancient times as it is today. However, if these principles had been put into practice, the world would have had fewer of the corporate corruption scandals and less of the mischievous behaviour in the state that are manifested in today's society, but more productive population, effective organisations, ethical governments and harmonious environment; hence less global human suffering.

This study aims to summarize the important contextual influences East Asian philosophy may have on marketing strategy and consumerism.

A qualitative approach is used to deconstruct (1) the literature on marketing as a contextual discipline, (2) East Asian philosophical underpinnings and their personal and institutional manifestations in East Asian marketing contexts, and (3) the implications for non-East Asian marketers. This essay includes a brief introduction to the manuscripts in this special issue.

Ancient philosophical wisdom shared by East Asian societies can shed light on how marketing activities and consumer behavior intertwine within East Asia and beyond. Three ancient philosophies (i.e. Confucianism, Taoism, Buddhism) heavily influence East Asian societies through personal and institutional-level cultural manifestations in marketing contexts.

Although the three discussed East Asian philosophical schools are not exhaustive, they lay a foundation for future discussions about how alternative marketing-related theories and frameworks may complement ones grounded in western historical and cultural contexts.

This essay initiates an overdue academic discussion about relying on non-western historical and cultural contexts to globalize the marketing discipline further.

Established on the detailed exploration of Chinese ancient management philosophies (CAMPs), the purpose of this paper is to extract enlightenments from CAMPs to see whether there exist some similarities between CAMPs and contemporary human resources management thoughts (CHRMTs) and pinpoint CAMPs' implications on human resource management practices nowadays.

Inspired by Lao Tzu's “When we can lay hold of the Dao of old to direct the things of the present day, and are able to know it as it was of old in the beginning, this is called (unwinding) the clue of Dao”, the paper explores, categorizes and integrates wisdom stemmed from CAMPs to evaluate whether there exist some commonly accepted arguments between CAMPs and CHRMTs.

CAMPs which have been passed on by generations for the past 2,500 years in China provide firm ground for human resources management thoughts and practices development; CAMPs' emphasis on people's well cultured morality and highly developed virtues has kindled a light to illuminate human resources management practices, not only in the past but also in the future. CHRMTs' principles concerning “people‐centered strategies”, employee recruitment and selection strategies, employee training and education strategies, staffing as well as employee retention strategies, can all trace their sources from CAMPs.

The research on CAMPs is not only significant to complement and extend CHRMTs but also useful to direct current human resource management practices.

This paper aims to unravel the technological innovation pattern in China’s aerospace industry. The technological innovation pattern of China’s aerospace industry is identified and its theoretical foundation, structure, philosophy, formation and effects on the development of China’s aerospace industry are explored.

First, the theoretical foundation of synergy innovation of China’s aerospace industry is reviewed to further identify the technological innovation pattern. Second, Chinese ancient philosophy (dialectical thinking) is used to explain the structure and process of synergy innovation in China’s aerospace industry. Third, the formation process of synergy innovation is introduced, and, finally, the effects of synergy innovation are discussed.

The technological innovation pattern of China’s aerospace industry has undergone an evolutionary process. During this process, China’s aerospace firms have formed a unique technological innovation pattern, synergy innovation, under China’s special political and economic background. The synergy innovation has three characteristics, including original, integrated and application-based. The synergy innovation pattern application is one of the most important reasons behind the great achievements of China’s aerospace industry.

A unique technological innovation pattern, synergy innovation, is proposed for the first time. A new perspective for understanding innovation is provided by applying the Chinese dialectical thinking to decipher the philosophy of the technological innovation pattern. Based on this, this paper suggests that China’s aerospace industry should follow the situation and apply the synergy innovation pattern to achieve development and growth. This paper also illustrates a multi-method approach and emphasizes the different levels of organizing for innovation.

The purpose of this paper is to understand the role Confucianism has in affecting domestic and foreign policy which is accomplished by looking at historical trends and contemporary developments and arguments posed by leading scholars. This paper finds that Confucianism has had a significant impact on current Chinese policy; however, it has been a selective application. In particular, the Chinese Government has focused on the traditional Confucian moral framework and the mandate to rule, which has allowed the Chinese Government to work toward further securing their right to rule and enhance a more assertive foreign policy abroad.

This study based on historical, theoretical and empirical discussions.

It is clear that Confucianism has had profound influence on Chinese politics and foreign policy. As rulers in the past of Chinese history, the Chinese Communist Party (CCP) has also utilized Confucianism to enhance nationalist sentiments among the people. Confucianism, therefore, has been served as the codifying ideology to further secure the CCP’s right to rule domestically, and to enhance a more assertive foreign policy abroad. With confidence, one can argue that Confucianism will continue to serve as a leading source of ideas in China for its effort to pursue modernization.

This paper focuses on the impact of Confucianism on Chinese politics and foreign policy. In the field of international relations and foreign policy analysis, it is well known that ideas are always critical to any changes of a country’s foreign policy. That is to say, a country’s politics and foreign policy would be heavily influenced not only by the changes of tide in contemporary world politics, but also heavily influenced by its traditional thinking and heritage. In this paper, the author will examine the influence of Confucianism on Chinese domestic politics and foreign policy. The analysis will cover recent arguments about the role of Confucianism from several leading contemporary thinkers. It will also make some brief comparisons between China and other East Asian societies, including Japan and Korea.

The purpose of this paper is to construct the structure of Chinese enterprise managers' human‐nature view with Chinese characteristics, and also to make comparison analysis on human‐nature views of managers from different types of enterprises, and between managers and ordinary employees. Finally, this paper proposes some human resource management (HRM) suggestions for enterprises in China.

This paper constructs Chinese enterprise managers' humanity view model with Chinese characteristics. First, relevant studies about humanity assumptions from both China and the West are reviewed, followed by the hypotheses of this study. Then, the study adopts the self‐compiled enterprise managers' humanity view questionnaire (EMHVQ), together with interviews, to study managers' views on humanity in Chinese background.

The humanity view of Chinese enterprise managers has its uniqueness. Its structure is first level with two factors and second level with ten factors, an organic unity of “human complexity” and “human interests”. The two factors of the first level are “human complexity” and “human interests”. The dimension “human complexity” includes seven factors: complexity of human needs, validity of reward and punishment, work competency, groupism of behaviors, positivity of attitudes, contingency of management and influence of interpersonal relations; the dimension “human interests” includes three factors: driving function of profits, evasion of responsibility and dependency of incentives. Remarkable differences exist in humanity views among managers from different types of enterprises and between managers and ordinary employees, which will exert great influence on the management style of enterprises in China.

Both in China and the West, few scholars or experts adopt empirical research to construct the structure of managers' humanity‐view model specifically based on China's cultural background. This paper not only contributes to the further development of this field, but also provides valuable suggestions for HRM, both for China and the rest of the world.