China Chapter

From EMS Pioneer to a Culture of Love: The Shin Tech Story

Shin Tech was established in Hong Kong in 1993. Beginning on June 1, 1994, it expanded its operations by founding subsidiaries across China, Japan, and Vietnam. The company has evolved from an Electronics Manufacturing Services (EMS) provider into a comprehensive enterprise encompassing R&D, OEM/EMS, ODM, and intelligent manufacturing, earning numerous awards at national, provincial, and municipal levels.

The Group is led by General Manager Guo Wenying, who joined the company as an interpreter and quality inspector and rose through the ranks to its top position. She leads with a familial philosophy, treating employees as her own children and cultivating a culture in which everyone feels loved and cared for.

Under her leadership, Shin Tech’s mission is “to pursue the happiness of all employees while operating with love, creating value, and benefiting society.” The Group is committed to sustainable growth and enhancing corporate value through “high-quality manufacturing.” Its vision is to become “a happy and civilized enterprise that thrives for generations, where employees are fulfilled and customers are deeply moved.”

To achieve this, Shin Tech has built a unique, heart-centered “culture of love” that unites employees in creating and spreading love. This philosophy is put into practice through several initiatives: a corporate university dedicated to developing employees’ character and capabilities; a kindergarten that nurtures children with gratitude, joy, and confidence; and a commitment to sharing its learning and experiences with its business partners.

Website: https://www.shintechcn.com/

Where Business Meets Humanity: The Shanxi Tianyuan Group Story

Founded in 1982 as a small roadside store, Shanxi Zhenghuo Tianyuan Technology & Trade Group (Shanxi Tianyuan Group) has grown from a road-side shop into a major diversified enterprise with over 1,200 employees. Under the leadership of its founder, Li Jingchun, the company has evolved through entrepreneurship, reform, and a significant green transformation. Today, Tianyuan Group integrates a range of industries, including home appliance sales, electronic waste recycling, resource recovery, new energy vehicle sales, and end-of-life vehicle processing.

Tianyuan Group operates as both a school and a platform for its employees, placing a strong emphasis on humanistic education. Its corporate culture is built upon a foundation of Communist Party-building principles and traditional Chinese values. This focus on culture is central to the company’s strategy, which is to create an environment that feels like a family and a school. This has resulted in a unique cultural system that harmonizes family, company, and national values.

The Group’s primary mission is to achieve employee happiness and create social value. It is committed to supporting its staff in four key areas: enriching the mind through learning, ensuring financial well-being through hard work, honoring parents, and nurturing the next generation. Cultivating filial piety is a core responsibility, demonstrated through initiatives like elderly-care bonuses, special family leave, and company-hosted “Dumpling Banquets” to honor elders. Through this focus, Tianyuan Group seeks to foster harmony at every level—from the individual to the family, society, and nature—promoting collective growth and sustained well-being.

Zhejiang Zhongxing Precision Industry Group: A Journey of Purpose from Precision to People

In 1990, fueled by a desire to improve life for his family, Zhang Zhongliang co-founded Zhongxing Electronics Factory with a loan of 20,000 yuan and 20 workers. Under his leadership, the company broke into the demanding Japanese precision manufacturing market in 1995 and, within a decade, grew to hold 60% of the global market share in color TV tuner components.

Facing the dual challenges of the 2008 financial crisis and industry-wide digitalization, Zhang made a courageous decision in 2010: he delisted the company from the Singapore stock market to protect its values and pivot toward high-tech transformation. This “second entrepreneurship” successfully expanded the business into automotive parts and intelligent equipment, all while strengthening its core electronics division.

A profound turning point came in 2012, when Zhang encountered the management philosophy of Inamori Kazuo and the depth of Chinese traditional culture. This inspired a new mission: to “create material and spiritual happiness for employees and contribute to the progress and development of mankind and society.”

Since then, Zhongxing has invested over 10 million RMB in building a “Happy Enterprise,” significantly improving living conditions, expanding benefits, and offering extensive learning opportunities, alongside dedicating millions annually to cultural activities that enhance well-being. This unwavering commitment has established Zhongxing as a model of values-driven transformation — balancing modern management with timeless virtues, and proving that a company can achieve global precision manufacturing excellence while nurturing the happiness of every employee.

Website: http://www.cptgroup.cn/cn/index.php

Guangdong Lantai Happiness-Culture Public Welfare Foundation: Nurturing Souls, Renewing Society

Launched in 2012 by the visionary entrepreneur Zhang Hua, the Guangdong Lantai Happiness-Culture Public Welfare Foundation stands as Guangdong’s first 5A-level charity organization with a profound mission: the salvation and elevation of the human spirit.

Zhang Hua’s own journey lies at the heart of Lantai’s inception. As a successful yet unfulfilled business owner, he felt a deep sense of emptiness despite material achievements. Seeking greater meaning, he turned to Confucian wisdom and began a small learning group. This initiative resonated so powerfully that it grew rapidly, leading Zhang to make a life-changing decision: he asked his wife to manage the business elsewhere and transformed his company into what would become Lantai—a name meaning “Blue Ecosystem, Nurturing the World” (?????????).

Today, Lantai has become a beacon of cultural and moral revival, delivering nearly 4,000 happiness-culture lectures, teacher-training programs, and rural-revitalization projects that have benefited over 400,000 people. It has inspired countless individuals, including prominent figures like Zheng Yintu of Huamei Ubeauty, showing how traditional virtues can bring clarity, purpose, and transformation to modern life.

By merging ancient wisdom with compassionate action, Lantai demonstrates how a people-centered culture can heal souls, renew businesses, and uplift society as a whole.

Guangzhou Huamei Ubeauty Aesthetic Hospital: A Journey from Personal Healing to Cultural Mission

Guangzhou Huamei Ubeauty Aesthetic Hospital’s story begins with a personal quest for healing. Founded in 1994 by Zheng Yintu after his wife underwent cosmetic surgery following an accident, the hospital’s initial purpose was deeply personal. Its transformation into a humanistic benchmark began when Zheng was exposed to traditional Chinese culture, which fundamentally reshaped his philosophy on leadership and care.

This personal awakening led him to integrate these ancient values into the very fabric of Huamei’s management. He and his leadership team immersed themselves in learning, and Zheng became an active volunteer, helping select applicants for the very programs that inspired him. This journey directly inspired pioneering policies like the company-wide “filial-piety fund,” extensive employee-care programs, and over 300 public-welfare initiatives that have raised over 100 million yuan in social donations.

As a five-time national 5A-level institution—China’s highest medical honor—Huamei proves that authentic beauty and sustainable success are born from compassion, cultural wisdom, and a genuine commitment to the well-being of every stakeholder.

Website: https://www.ubeauty.cn/

Han Dou Home Care Center: Empowerment Through Unconditional Love

Han Dou Home Care Center began not as a business plan, but from a mother’s profound love for her autistic son. Rooted in this deeply humanistic origin in Zibo, it has grown into a nationally recognized model for empowering individuals with intellectual and developmental disabilities.

Han Dou’s revolutionary approach moves beyond traditional care by transforming trainees from service recipients into confident, valued service providers. This is achieved through tailored vocational training programs, including its flagship car-wash staffed by 12 “star youths,” as well as creative baking, handicraft, and charity-supermarket projects.

The model’s success and scalability are evident in the “Han Dou Small Homes” initiative, which now replicates this empowering, community-integrated approach across rural Shandong province. By focusing on ability rather than disability, Han Dou Home Care Center demonstrates how compassion and inclusion can build a more dignified and participatory society for all.

Fotile Group is a leading Chinese smart kitchen appliance provider. Founded in 1996 in Ningbo, Zhejiang Province with a couple of dozen employees Fotile has always adhered to its strategic positioning of “professionalism, high end and responsibility” since the very beginning. The company strives to align the characters of the employees, the enterprise and its products to make sure they are all consistent with the Confucian core values of benevolence and altruism. The effects have been impressive. It has consecutively been listed in Asia’s 500 Most Influential Brands for seven years by 2020. As of 2021, Fotile has acquired more than 5,500 authorized patents and participated in the formulation/revision of more than 130 industry standards. The company is a typical humanistic organization with the feature that integrating organizational culture and business operations.

Pingping Fu presented “Discovering Confucian Humanistic Leadership in Chinese Firms” on 2023 Nishan Forum on Classical Civilizations. This paper explains how we accidentally discovered that Confucianism was being practiced in modern businesses in China when conducting different research in a company in 2014. We show how it is being theorized to enrich the leadership literature. The findings of this paper show that humanistic leadership is universally applicable, but the content and format could be culturally specific. Due to the wide influence of Confucianism in other countries, Confucian humanistic leadership may also inspire leaders beyond Chinese borders. We expect the theory to enrich leadership research and practices and to help sustain the world.

The HMN China Chapter organized a Special Issue on Humanistic leadership under Cross Cultural and Strategic Management Journal. In that SI, humanistic leaders are defined  as those, who (1) respect people as holistic human beings by taking care of their own needs as well as their followers’ multiple needs and motives; (2) continuously improve themselves while developing the followers to unleash their full potential and (3) recognize and try to take into account all stakeholders’ interests while striving to pursue the common good. The three dimensions happened to correspond to the three pillars of humanistic management: dignity, ethical reflection and stakeholder engagement.

The papers in the SI are from eight cultures: China, India, Japan, Korea, Taiwan, Thailand, UAE and the Amish in the US. The stories are also diverse; some are about a single leader (Japan, Korea, Taiwan, UAE), others are about a group of leaders (China, India, Thai, US Amish). Most of the papers tell stories of the leader(s). You can find the journal here: https://www.emerald.com

The full length video as well as a short summary video from the China Chapter contribution to the 2020 Humanistic Management Conference are available on our YouTube channel. The summary video is also available directly on our conference webpage.

Our China Chapter’s Pingping Fu leads the publishing of a Special issue of the Cross Cultural & Strategic Management journal on Humanistic Leadership in Different Cultures: Defining the Field by Pushing Boundaries. The purpose of the Special Issue is to identify humanistic leadership characteristics and behaviors that have enabled leaders in different cultures to gain respect from the local communities and substantially contributed to the local economic development. The submission deadline is January 31st 2020 and if you are interested in submitting a contribution please take a look at the call for paper here: Call for SI: Humanistic Leadership in Different Cultures

On November 22nd 2019 the Public Forum on the Tao of Business took place in Ningbo, China to celebrate the 100th anniversary of the Wahl Clipper Corporation. Under the leadership of Pingping Fu our China Chapter has had a substantial presence at the event with two keynotes and the chairing and moderating of the closing panel while we are also featured as a strategic partner of the forum. for more information on this event please visit the forum’s event page on our website.

The China Chapter has established partnerships with four of the companies some of the team members have been studying.  The leaders of the four companies (Fotile Kitchenware, Good-Ark Electronics, Wahl Clipper China and Xinyulou Retail Group) are regarded as humanistic leaders and the webpages of the companies are linked in the Partners section below. Because most or all of the company webpage information is in Chinese, we offer a simple introduction of the company founder/leader and share a few of the photos we took when visiting the company that we believe reflect the company culture. Please use the following links for that.

• Fotile Kitchenware
• Good-Ark Electronics
• Wahl Clipper China
• Xinyulou Retail Group

On June 24-27, 2019 members of the Humanistic Management Network China Chapter presented a research paper on Humanistic Leadership at the Academy of International Business (AIB) 2019 Annual Meeting in Copenhagen, Denmark. At the Conference the team presented their proposed definition of Humanistic Leadership based on three dimensions which are:

1. Respect people as holistic human beings by taking care of his/her as well as the followers’ multiple needs and motives
2. Continuously improve the self while developing others to unleash their full potential
3. Recognize and try to take into account all stakeholders’ interests while striving to pursue the common good