Confucianism as the Axiological Basis for China’s Management Model

  • Larisa Piskunova Ural Federal University, Yekaterinburg, Russia
  • Jia Jin Lu Ural Federal University, Yekaterinburg, Russia


The study of China’s management model is not only important in terms of its essential description but also in the context of the search for optimal management models. Reflection on Chinese management practice is informed by its uniqueness, which reflects national identity, especially as manifested in traditional texts from Confucius, Lao Tzu, Sun Tzu until Mao Zedong. The relevance of this study is also connected with the interest of Chinese people themselves in pragmatising the intellectual tradition in their search for axiological bases of rapid contemporary social and economic change. One of the most important ideological doctrines of the Asian society underlying the practice of governance is Confucianism. The article analyses its main theses and their transformation during the centuries-old history of China. The phenomenon of Neo-Confucianism is separately understood as a source of spiritual traditions, socio-political attitudes and psychological stereotypes of the Chinese people.

The purpose of the article is to describe the system of value categories of Confucianism and Neo-Confucianism that influence the folding and development of modern China’s management model.

Author Biographies

Larisa Piskunova, Ural Federal University, Yekaterinburg, Russia

Larisa Piskunova is Candidate of Philosophy, Professor of Ural Federal University. She teaches and conducts research in cross-cultural management, management anthropology and cultural anthropology.

Jia Jin Lu, Ural Federal University, Yekaterinburg, Russia

Lu Jia Jin (People Republic of China) is post-graduate student of Ural Federal University, Yekaterinburg, Russia. She conducts research in cross-cultural management and international management.


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How to Cite
Piskunova, L., & Lu, J. (2018). Confucianism as the Axiological Basis for China’s Management Model. Changing Societies & Personalities, 2(1), 32-55. doi:10.15826/csp.2018.2.1.029