INTERNATIONAL (CORPORATE) GOVERNANCE: A ONE-DOT THEORY INTERPRETATION -- INTERNATIONAL (CORPORATE) GOVERNANCE: A ONE-DOT THEORY INTERPRETATION -- DEDICATION -- CONTENTS -- PREFACE -- ONE-DOT THEORY AND THE CRAB AND FROG MOTION MODEL -- ABSTRACT -- INTRODUCTION -- THE ONTOLOGY AND EPISTEMOLOGY OF ONE DOT -- THE APPROACHES -- Example 1 -- Example 2 -- Example 3 -- Example 4 -- Example 5 -- The Methods -- MATHEMATICALLY SHORING UP THE THEORY AND MODEL -- CONCLUSION -- MANAGEMENT DIAGRAMS: CONSISTENTLY CONVERTING THEM IN TERMS OF A SERIES OF YIN AND YANG DIAGRAMS -- ABSTRACT -- THE CRAB AND FROG MOTION MODEL -- CONSISTENTLY CONVERTING THE MANAGEMENT DIAGRAMS -- 1. One Dot7 -- 2. Mechanistic Versus Organic Organizations10 -- 3. 1 = Not well at all -- 2 = Not very well -- 3 = Moderately well -- 4 = Very well -- 5 = Extremely Well -- 4. Making the Leap: Becoming a New Manager12 -- 5. Adversarial Orientation and Partnership Orientation13 -- 6. Paradox14 -- I. 15 -- II. -- III.16 -- IV.17 -- V.18 -- VI.19 -- VII.21 -- VIII.24 -- IX.25 -- X.26 -- FINDINGS -- CONCLUSION -- APPENDIX I. CONVERTING THE CHINESE PEOPLE'S LIBERATION ARMY PYRAMID AND DOCTRINAL DISCOURSE IN THREE-DIMENSIONS -- REFERENCES -- REDEFINING GLOBAL BUSINESS AS INTERNATIONAL REGIMES-RELATED TRADE AND COMMERCE: NAVIGATING THROUGH AN OCEAN WITHOUT CONFUSION BY APPLYING THE ONE-DOT THEORY -- ABSTRACT -- THE CRAB AND FROG MOTION MODEL -- CONCEPTUALIZING FROM GOVERNANCE TO BUSINESS -- FINDINGS RELATED TO INFORMATION, DATA, AND ANALYSIS -- GLOBAL BUSINESS RELATED TO ENVIRONMENTAL REGIMES -- CONCLUSION -- THREE THEORIES RELATED TO THE WORLD TRADE ORGANIZATION (WTO): A ONE-DOT THEORY CONCEPTUALIZATION -- ABSTRACT -- A CRITIQUE OF THE THREE THEORIES -- A CRITIQUE OF THE FIRST THEORY -- CAVEATS -- A CRITIQUE OF THE SECOND THEORY -- 1) Positive Nature -- 2) Principles -- 3) Norms -- 4) Rules.

5) Decision-making Procedures -- 6) Pan -- 7) We Are all on the Same Side -- 8) One for all, all for One (in the Daoist Sense?),99 as Opposed to Collective Security's One for all and all for One -- 9) Community-centered Arrangement(s) -- 10) Cooperation -- 11) Coordination -- 12) Avoidance of Mutually Damaging Outcomes107 -- 13) No Power Struggle -- 14) Transparency -- 15) Each Regime Can Mitigate Anarchy, Tension, (Scientific) Uncertainty, and Mistrust -- CAVEATS -- A CRITIQUE OF THE THIRD THEORY -- CAVEATS -- CONCLUDING REMARKS -- FINDINGS -- INTERNATIONAL REGIMES AND NON-REGIMES IN CONFUCIAN (CORPORATE) GOVERNANCE: A CRITIQUE OF BLUE OCEAN STRATEGY'S METAPHOR AND METHODOLOGY -- ABSTRACT -- INTRODUCTORY REMARKS -- MY CRAB AND FROG MOTION MODEL7 AND ONE-DOT THEORY8 -- AN INTERPRETATION OF CONFUCIAN GOVERNANCE -- A CRITIQUE OF KIM AND MAUBORGNE'S BOOK -- BASIC TOOLS OF BOS -- FRAMEWORKS/METHODOLOGIES APPLICABLE TO STRATEGY EXECUTION -- ADDITIONAL TOOLS/METHODOLOGIES/FRAMEWORKS FOR STRATEGY FORMULATION -- FORMING, MAINTAINING, OR SUSTAINING47 REGIMES VERSUS FORMULATING OR IMPLEMENTING THE BOS -- CONCLUSION -- MARKETING X AS A UNIVERSITY OF GOVERNANCE: A ONE-DOT THEORY AND MODIFIED SWOT MODEL APPLICATION -- ABSTRACT -- A CRAB AND FROG MOTION CONVERSION OF THE MODIFIED SWOT MODEL -- Strengths -- CITING RELEVANT INFORMATION, DATA, AND ANALYSIS ABOUT UNIVERSITY X USING THE MODELS -- COMPARING AND CONTRASTING UNIVERSITY X AND A CARON TRADING COMPANY -- CONCLUSION -- CAN WE APPLY THE INTERNATIONAL (CORPORATE) GOVERNANCE THEORY TO STUDY THE COCA-COLA COMPANY? -- ABSTRACT -- A BRIEF DESCRIPTION OF THE COMPANY7 -- APPLYING THE GOVERNANCE THEORY -- Participation -- Rule of Law -- Transparency -- Responsiveness -- Consensus Oriented -- Equity and Inclusiveness -- Effectively and Efficiency -- Accountability -- EACH REGIME APPLIES TO ALL GOVERNANCE LEVELS.

DO THINGS RELATED TO REGIMES -- CONCLUSION -- REFERENCES -- NEAR-BANKRUPTCY OF THE TAIWAN HIGH SPEED RAIL CORPORATION: WHAT WENT WRONG? -- ABSTRACT -- 1. INTRODUCTION -- 1.1. Background of the High Speed Rail BOT in the Taiwan Area -- 2. WHO SHOULD BE ACCOUNTABLE? -- 2.1. The First Player's Fault: Government -- 2.2. The Second Player's Fault: Original Shareholders -- 2.3. The Third Player's Fault: Contractors -- 2.4. The Fourth Player's Fault: Consumers -- 3. CONCLUSION -- REFERENCES -- Reference to a Journal Publication -- Reference to a Book -- Reference to a Web Source -- BUSINESS SUCCESS AND FAILURE: MALAYSIAN BUMIPUTRAS AND NON-BUMIPUTRAS -- ABSTRACT -- REASONS FOR SUCCESS -- Applied to all -- Applied to Bumi -- Applied to Non-Bumi -- REASONS FOR FAILURE -- Applied to all -- Applied to Bumi -- Applied to Non-Bumi -- REASONS UNDER WAIT-AND-SEE -- Applied to all -- Applied to Bumi -- Applied to Non-Bumi -- A YIN AND YANG DIAGRAM INTERPRETATION -- Applied to all, Bumi, and non-Bumi -- CONCLUSION -- Applied to all -- Applied to Bumi -- Applied to Non-Bumi -- REFERENCES -- GOVERNING 1 MALAYSIA AS ONE DOT? -- ABSTRACT -- POSITIVE INFORMATION, DATA, AND ANALYSIS ON ONE MALAYSIA -- NEGATIVE INFORMATION, DATA, AND ANALYSIS ON ONE MALAYSIA -- SOMEWHERE IN BETWEEN THE TWO EXTREMES -- HOW TO CONCEPTUALIZE ONE MALAYSIA? -- ISSUES CHALLENGING THE ONE MALAYSIA CONCEPT -- CONCLUSION -- SUGAR SHORTAGE: ANALYZING SARAWAK, MALAYSIA'S GOVERNANCE -- ABSTRACT -- WHO ARE INVOLVED OR BEING AFFECTED? -- WHAT WENT WRONG? -- WHAT HAS BEEN DONE? -- OTHER RELATED ISSUES -- CONCLUSION -- THE STUDY OF POLITICS AND NON-POLITICS SHOULD BEGIN WITH ONE DOT -- ABSTRACT -- THE INTEGRATED, MODIFIED MODEL -- REASONS FOR STUDYING POLITICS FROM ONE DOT -- PARSING THE ONE DOT -- COMPARING AND CONTRASTING THE THEORY WITH OTHER NON-DIALECTICAL THEORIES -- CONCLUDING REMARKS.

ABOUT THE CONTRIBUTORS -- INDEX.