Although the Belt and Road Initiative (BRI) has been acknowledged as a cross-continent project being expected to benefit both sides of the world (the Western and the Eastern), the tension and misunderstanding, instead, are still in dominance, particularly for practitioners. This chapter would propose solutions from both theoretical and practical perspectives. The motivation and hope are to offer specific insights and implications to the readers to facilitate rethinking our shared traits— pursuing common goals by acknowledging differences.

Zhang, Y. (2020). The Transformation of Huawei: Commentary on Flexibility, Adaptation, and Leadership, in Xiaobo Wu, Johann Peter Murmann, Can Huang and Bin Guo (Eds.) The Management Transformation of Huawei: From Humble Beginnings to Global Leadership. Cambridge University Publication Press. Together with Arie Y. Lewin and Liisa Välikangas. ISBN-13: 978-1108426435

Zhang, Y. (2020) COVID 19 and Herd Immunity? The War between the Human and the Virus. Harvard Business Review.  Special Issue. forthcoming

Zhang, Y. (2020) Covid-19, Globalization, and Humanity. Harvard Business Review, China, Special Issue. China Management Mentor Program. April 6, 2020. 

Zhang, Y. (2020) Human Intelligence, Artificial Intelligence, and Humanity. Harvard Business Review, Special Issue, China Management Mentor Program,  forthcoming

[From SDG 17] The 2030 Agenda for Sustainable Development, adopted by all United Nations Member States in 2015, provides a shared blueprint for peace and prosperity for people and the planet, now and into the future. At its heart are the 17 Sustainable Development Goals (SDGs), which are an urgent call for action by all countries - developed and developing - in a global partnership. They recognize that ending poverty and other deprivations must go hand-in-hand with strategies that improve health and education, reduce inequality, and spur economic growth – all while tackling climate change and working to preserve our oceans and forests. In this video/lecture, I will discuss how to use innovation to help industry and infrastructure at the SDG level. 

From the Editor of HCER: Ying Zhang attributes the differentiating factors that have led to Huawei’s success to ideas in Eastern philosophy. After HCER had accepted Ying’s article for publication, Huawei became the subject of an escalating international controversy. In publishing the article, we express no opinion on this controver- sy, except to note that it could be worth asking whether the organizational characteristics Ying’s article describes should have or could have avoided the controversy. At our request, Ying has informed us that the article was neither financed nor supported in any way by Huawei.

We investigate the effect of an overall positive affective state of individuals on motivational—rather than cognitive—outcomes in entrepreneurship. Drawing from a self- regulatory perspective, we emphasize the key role of positive affect in influencing three motivational behaviors in regards to entrepreneurial engagement: direction (intrinsic versus extrinsic orientation), intensity (amount of entrepreneurial effort), and persistence (likelihood of entrepreneurial persistence). We also argue that environmental uncertainty acts as a moderator between positive affect and entrepreneurial motivations. Utilizing a data sample of entrepreneurs from a nationally representative household survey for China, we find support for positive relationships between positive affect on the one hand and intrinsic entrepreneurial orientation and entrepreneurial persistence on the other. We also find support for the hypothesized moderating role of environmental uncertainty regarding these motivational outcomes.

comments from the editor Charles Matthews 

​

In this work, I would like to discuss an (imaginable and conscious) possible future of Innovation, by following what we, as humans, have achieved but have concerned about. The paper will focus on innovation in a broader view and argue innovation will create an alternative path for human beings to a new system, and act as an important instrument (besides institutions and the present and transitional system) to resolve tensions between the two spheres of our world (technology and society) and lag between the present and future. This upcoming innovation era could possibly disrupt the resistance of the old set-up of our community and might allow the integration of technology and society to search for the true truth of human identity in this space.

Huawei’[1]s successful catching-up and its enormous leading force in ICT-DT Sector has been a fact without any doubt. The reason of its success is widely discussed by externals, including media, scholars, and practitioners. As a scholar dedicating to understand catching-up, studying on the founders of study targets (such as Huawei and its founder—Mr. REN Zhengfei)’s speeches chronically is very effective to reveal an alternative insight and sense-making.

[1] More information about Huawei, please refer to https://en.wikipedia.org/wiki/Huawei

Though BRI has been acknowledged as a cross-continent project expected to benefit both sides of the world, the tension and misunderstanding, instead, is, still in dominance, particularly for practitioners to act. I would like to propose my view of solutions from theoretical and practical perspectives. My motivation and hope, is, to offer some insights and implications to my audience, in order to facilitate the process of rethinking about our shared traits — particularly human kind's shared traits in difference-but-in-common.