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VOL. 8, ISSUE 2 (2026)
A model of task adaptation, relational integration, and ethical alignment for upward management
Authors
Dr. Lung Tan Lu
Abstract
Upward management functions as an essential workplace behavior which
directly impacts both employee career advancement and organizational decision
quality. The relevant research stems from Western organizational environments
which focus on rational communication methods and influence strategies and
role-based working methods. Existing theories base their explanations on contract-based
rationality and low power distance which makes them unsuitable for
organizations that follow Chinese relational ethics and hierarchical
organizational structures. The practical application of upward management in
Chinese enterprises has developed into a practice known as "currying favor
with superiors" and "relational maneuvering" which creates
behavioral problems and ethical conflicts and reduces organizational
performance. The research employs a conceptual method which combines Western
organizational behavior theories with Chinese cultural theories through Fei
Xiaotong's "differential mode of association" to build a new
framework for studying upward management in Chinese organizations. The study
identifies upward management in Chinese companies through three interconnected
dimensions which extend beyond basic task-oriented and relationship-focused
behaviors to include "task adaptation" and "relational
integration" and "ethical alignment" that operate within
specific cultural frameworks. The theoretical framework developed in this study
examines cultural elements which previous research has overlooked while showing
Western theories' boundaries in Chinese organizations and delivering a
culturally appropriate framework for future empirical studies and management
practice evaluation.
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Pages:5-10
How to cite this article:
Dr. Lung Tan Lu "A model of task adaptation, relational integration, and ethical alignment for upward management". International Journal of Sociology and Political Science, Vol 8, Issue 2, 2026, Pages 5-10
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