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By the re‐interpretation of the Book of Changes (I Ching), this article aims to build a framework for analyzing the structure and the evolvement of leadership.

There are 64 hexagrams in Book of Changes. This article focuses the discussion on Qian hexagram, which is the first and the most important one in all the hexagrams. By using metaphysical concepts, this article builds a dynamic leadership system. This leadership system is composed of the four virtues of Qian (with the meaning of heaven, force), which are as follows: Yuan (creation and origination), Heng (cooperation and development), Li (achievement and sharing), and Zhen (firmness and perseverance). Based on this framework, by using the metaphor of dragon, this article develops an evolvement route of leadership according to the six situations set by the Qian hexagram, which are humble stage, emerging from hiding, trying your best, going up or down, reaching excellence, and starting to fall, and discusses the proper leadership in different situations.

There are four elements or virtues in leadership. The importance of each virtue and the key points in each of them change as an organization or a venture evolves from one situation to another. Leaders should match their leadership with the specific situation they are in.

According to the knowledge of the authors, this article is the first one in the world trying to set up a leadership system based on Book of Changes, especially Qian hexagram. The implications provided by this article would be very valuable for leaders to more successfully evaluate their situations and change their leaderships according the different challenges they may face.

In contemporary American society, conflicts between the community and the individual seem to have been intensified. This is believed to be a direct result of the lack of community values, which go beyond individual values. One of the ancient Chinese classics, the I‐Ching or Book of Changes, explains clearly the need for the consideration of community in the determination of the appropriateness of individual actions. This paper addresses those hexagrams in the Book that relate to the issue of community values.

This chapter outlines the philosophic underpinnings of the self-management paradigm developed over the past three decades by China’s Haier Group, a global leader in white goods. The successful transformation of Haier from a small resource-poor firm to a dominant global giant is often attributed to the self-management culture established in the company by its legendary leader Zhang Ruimin. This management paradigm is a function of the humbleness displayed by Mr. Zhang Ruimin and rooted in his strong belief in the traditional Chinese philosophy of I-Ching and Daoism. We show how the hexagram of Qian (“qian”: humbleness, modesty) from I-Ching is linked to Mr. Zhang’s humble approach and analyze how the six parts of the hexagram of Qian are related to the six development stages of the Haier Group. These insights are used to give some thoughts to the leadership challenge associated with the creation of a dynamic and responsive global organization.

In our last issue Raymond Van Over described some current developments in intuitive decision‐making. In this issue he describes a respected eastern decision‐making tool, the I Ching or Book of Changes, first developed in the twelfth century B.C. Each of the sixty‐four hexagrams of the I Ching stands for a particular basic policy applicable to the life of an individual or human system. The collective learning embodied in the I Ching presents a “network of change processes rather than a structure of policy models.”

This paper aims to refine cross-organizational knowledge creation theory by exploring the knowledge conversion process of University-Industry (U-I) collaboration in Chinese aerospace industry. An ancient Chinese philosophy named I-Ching is also introduced to illustrate dynamics of knowledge creation to achieve enlightenment.

To describe the knowledge conversion tendency, a theoretical framework is developed by reference to Boisot’s (1995) Information Space. The application of the framework is described in the in-depth case study of micro-electrode manufacturing for aerospace vehicles. The dynamics of each stage in knowledge conversion is investigated with the implications from I-Ching.

Analysis of the results suggests that seven certain stages can be especially indicative of cross-organizational knowledge creation, namely: demand codification; knowledge gain; knowledge digestion; knowledge sharing; knowledge propagation; knowledge spillover and knowledge degeneration. A knowledge gain, digestion, sharing and propagation (GDSP) knowledge creation theory is developed accordingly. The form of knowledge in different stages is variable, the change among various forms is effectively explained by I-Ching.

There is clearly a strong requirement to test the framework further with other cases, such as sampling cases from different industries and of different firm scales. Besides, the knowledge creation processes on the organizational level and the individual level are quite different, which call for further study.

First, the theory helps firms to get a better understanding of the nature of U-I collaboration, that is to say, knowledge creation. That will, in turn, power the firm to take the initiative to participate in knowledge creation activities. Second, the illustration through I-Ching provides reasonable and easily understandable interpretations for Chinese corporate managers and executives. Traditional Chinese culture will be beneficial to make U-I collaborations more efficient and effective in China.

A new “GDSP knowledge creation theory” which enriches and advances the typical socialization, externalization, combination and internalization (SECI) knowledge creation theory in some aspects is proposed. The theory is deeply grounded in Chinese culture. Furthermore, the conversion of different knowledge forms in the theory is considered from a totally new perspective of ancient Chinese philosophy: I-Ching.

Yi Jing is one of the most archaic works among the Chinese classics. Various schools of thought developed their philosophies from the philosophical perspectives in this book and its influence is wide ranging and far reaching. This paper attempts to show how leaders can approach the Yi Jing beneficially by identifying the principles, values and virtues in each of the 64 scenarios, deriving insights about change and leadership. It also aims to show how the Yi Jing compares with Western management literature.

This paper provides an analysis of Qian Gua of Yi Jing as an example of how leaders can draw insights from Yi Jing about change and leadership.

Qian Gua, which is the first scenario in the Yi Jing, offers us powerful insights about change and leadership by offering: a framework of understanding change and human enterprises, considering the aspects of beginning, process, benefit and sustainability; a framework to understand the leadership development process; and leadership principles of conscientious self‐cultivation, transformational leadership through virtues and riding the tides of change.

A change and leadership model inspired by the Yi Jing should interest business leaders both in the east and the west, and help Westerners gain success in doing business in China or collaborating with the Chinese on a joint venture.

This is the first paper to draw insights about change and leadership through an analysis of Qian Gua of Yi Jing.

This paper aims to establish an organizational learning system model based on both western and Chinese management thoughts.

The approach is a conceptual model which is based on research within the field.

The model consists of nine interrelated organizational learning sub‐systems including “discovering”, “innovating”, “selecting”, “executing”, “transferring”, “reflecting”, “acquiring knowledge from environment”, “contributing knowledge to environment”, and “building organizational memory” ones. The evidences in some famous Chinese traditional cultural classics (including Great Learning, Doctrine of the Mean, The Analects of Confucius, Book of Change, Tao‐Te‐Ching, The Art of War and Chuan‐Xi‐Lu) that support the rationale of the model are described and analyzed.

Several propositions are developed and it is hoped that the model is applicable in both eastern and western business environments.

At my retirement luncheon (July 2004), a colleague described the effect of my photography in a way that has special resonance for a discussion of campus diversity. I had recently installed three photo composites in UCLA's Ashe Student Health Center. These are collections of about 50 photographs each, presented in the form of the I Ching hexagrams for creativity, inner truthfulness, and community. Ronni Sanlo, director of UCLA's Lesbian Gay Bisexual Transgender (LGBT) Campus Resource Center, said that at a meeting of the Queer Alliance, students talked about seeing my new work in the Ashe Center. With my photos in place, they now feel welcome there. This response explains why the campus environment needs steady attention, so that the people of a college or university can recognize it as their own. Ronni's next words emphasize this need. Pointing to the bare walls of the residential commons building where we were having lunch, she said, “Look at these walls. Who's welcome here?”

The purpose of this paper is to unveil the intricacies of bakat art of weaving; its origin; processes; uses; primary materials and principles used; the profile of the weavers; and its economic significations in the system of production and trade.

The study used a descriptive–qualitative design with 35 key informants using narrative analysis. The unstructured questions listed in the interview guide were used during the interview. Responses were recorded using an audio–video recorder. Coding sheets were used in the actual transcription of data.

The results showed dependency on the bakat art of weaving with the available resources found in the environment. Its economic significations showed a sustainable impact on the weavers’ life. The bakat art of weaving represented the values of resiliency to hardships, adaptability to changes, passion to craftsmanship, sense of community and family centeredness. Aspiring craftsmen and artists may enhance continuously their craftsmanship for sustainable development with government support through the creation of the School of Living Traditions.

The study was limited to bakat art of weaving based on the responses of the key informants that were subjected to a point of saturation without sacrificing robustness, brevity, credibility and dependability.

Though the economic side of bakat art of weaving is sustainable within the village, it can create a powerful branding for cultural recognition that would transform the town of Barili into a creative weaving hub in Cebu. This creates the balance of the historical significance of bakat art of weaving and the tourism sector in promoting sustainable development.

Bakat art rekindled the spirit of consciousness among the majority of the Cebuano public for preservation and promotion.

The study is original because this has not been published.