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本文旨在研究不同的中国人组织中,可信赖感如何因不同类型的关系而形成。我们通过对西方关于信任的概念和中国人的“伦”、“报”、及“同”的概念的比较,提出并检验六个关于可信赖感建立过程的假设。本研究在大陆和中国台湾的三个不同地点选取研究案例,每个个案具有不同的文化和组织结构,这为共性的发现提供了更强的案例支持。首先,我们发现了与Yamagishi的解放理论相一致的有力证据,解放理论认为中国人同日本人一样,信任感是比较低的;第二,在大陆或台湾的同事之间的相似性(性别、工作任期等)并不是影响可信赖感的主要因素;第三,“伦”(拟似家人关系)更能够产生保证而不是信任,这也与Yamagishi的理论相符合。但是,我们也惊奇地发现,在三个案例组织中,对可信赖感的影响变动很大,这与传统论点所认为的中国人组织受“伦”等刻板的传统伦理原则影响不一致。
The purpose of this article is to examine how trust in different Chinese organizations can be shaped by different types of relationships. We propose and test six hypotheses about the process of building a trustworthiness by comparing the concepts of trust in the West with the Chinese, the Chinese, the Chinese, and the Chinese. The study selects case studies from three different locations in mainland China and Taiwan, each with a different culture and organizational structure, which provides stronger case support for common findings. First, we found strong evidence consistent with the theory of liberation of Yamagishi. Liberation theory holds that Chinese, like Japanese, have a low sense of trust. Second, the similarities between the colleagues in mainland China or Taiwan (gender, Working tenure, etc.) is not a major factor affecting trustworthiness; thirdly, “Lun” (quasi-family relations) is more likely to generate assurance than trust, which is consistent with Yamagishi’s theory. However, we are also surprised to find that the impact on trustworthiness in the three case-based organizations varies greatly, which is inconsistent with the traditional Chinese ethics thought to be influenced by the traditional ethical principles such as “Lun”.