"Know your enemies, know yourself", advised Sun Zi in his famous Art of War (AoW). In contrast, the legendary Admiral Zheng He would have said, "Know your collaborators, know yourself", and this would be the essence of his Art of Collaboration (AoC). This book offers a fresh new approach to doing business and providing leadership in the twenty-first century, where Zheng He's peaceful and win-win collaborative paradigm present in his AoC provides an alternative to the aggressive and antagonistic mindset inherent in Sun Zi's AoW. The author has culled from the existing literature on the historical, cultural, diplomatic, and maritime-oriented Zheng He, connected the dots of his discovery of a managerial Zheng He, and wrote this book to present both the big message of Zheng He's Art of Collaboration as well as an understanding of Zheng He's specific work as a leader and manager.

This edited volume presents the results of a three-year comparative study on Chinese cultural diplomacy (CD) across Europe, Central Asia, the Middle East, and Southeast Asia, which contributes to the broader theoretical debate on China`s increasing soft power in international relations. The study, ‘China's Cultural Diplomacy and the Role of Non-State Actors’ was conducted by a research team at the Oriental Institute of the Academy of Sciences of the Czech Republic from 2015 to 2018. This book pays special attention to China’s localized forms of CD, focusing on the regional variations and involvement of non-state actors, especially local actors outside China. Local actors involved in Chinese CD diplomacy are characterized by their intermediary status as working for the aims of two states, while trying to bridge conflicts and enhance mutual understanding. This book will be of interest to scholars, diplomats, and China watchers.

The field of cultural heritage is no longer solely dependent on the expertise of art and architectural historians, archaeologists, conservators, curators, and site and museum administrators. It has dramatically expanded across disciplinary boundaries and social contexts, with even the basic definition of what constitutes cultural heritage being widened far beyond the traditional categories of architecture, artifacts, archives, and art. Heritage now includes vernacular architecture, intangible cultural practices, knowledge, and language, performances and rituals, as well as cultural landscapes. Heritage has also become increasingly entangled with the broader social, political, and economic contexts in which heritage is created, managed, transmitted, protected, or even destroyed. Heritage protection now encompasses a growing set of methodological approaches whose objectives are not necessarily focused upon the maintenance of material fabric, which has traditionally been cultural heritage's primary concern. The Oxford Handbook of Public Heritage Theory and Practice charts some of the major sites of convergence between the humanities and the social sciences, where new disciplinary perspectives are being brought to bear on heritage. These convergences have the potential to provide the interdisciplinary expertise needed not only to critique but also to achieve the intertwined intellectual, political, and socioeconomic goals of cultural heritage in the twenty-first century. This volume highlights the potential contributions of development studies, political science, anthropology, management studies, human geography, ecology, psychology, sociology, cognitive studies, and education to heritage studies.

From New York Times bestselling author Laurence Bergreen and author Sara Fray comes this immaculately researched history for young readers detailing the life of Zheng He, his complex and enduring friendship with his emperor, and the epic Seven Voyages he led that would establish China as a global power. 1405. The central coast of China. At nearly seven feet tall, Admiral Zheng He looked out at the sea before him. For the next three decades, the oceans would be his home, as he would command over 1,500 ships and thousands of sailors in seven journeys that would predate the heart of the European Age of Exploration. Over his seven epic journeys, Zheng He explored the Northern Pacific and Indian Oceans, traveling as far as the east coast of Africa, expanding Chinese power globally, warring with pirates, and capturing enemies along the way in the name of his emperor, Zhu Di. But this giant figure was not always at the helm of a ship.

​This volume explores China’s cultural heritage ideology and policies from three interrelated perspectives: the State and World Heritage tourism; cultural heritage tourism at undesignated sites, and the cultural politics of museums and collections. Something of a cultural heritage designation craze is happening in China. This is new within even the last five to ten years. Officials at many levels now see heritage preservation as a means for commoditizing their regions. They are devoting new resources and attention to national and international heritage designations. Thus, addressing cultural heritage politics in a nation dedicated to designation is an important project, particularly in the context of a rapidly growing economy. This volume is also important because it addresses a very wide range of cultural heritage, providing an excellent sample of case studies: historic vernacular urban environments, ethnic tourism, scenic tourism, pilgrimage as tourism, tourism and economic development, museums, border heritage, underwater remains, and the actual governance and management of the sites. This volume is an outstanding introduction to cultural heritage issues in China while contributing to Chinese studies for those with greater knowledge of the area.

This edited volume focuses on innovative solutions to the debate on human thriving in the fast emerging technology-driven cyber-physical work context, also called Industry 4.0. The volume asks the important question: How can people remain relevant and thrive in workplaces that are increasingly virtual, technology-driven, and imbued with artificial intelligence? This volume includes two major streams of discussion: it provides multidisciplinary perspectives on what thriving could mean for individuals, managers and organisations in current and future non-linear and Web-driven workspaces. In this context, it points to the need to rethink the curricula of the psychology of human thriving so that it is applicable to Industry 4.0. Second, it discusses the new platforms of learning opening up in organisations and the ways and means with which people's learning practices can be adapted to changing scenarios. Some of these scenarios are: changing job designs and talent requirements; the demand for creativity; the need for virtual teams and intercultural collaborations; and changing emotional competencies. This topical volume includes contributions by scholars from across the world, and is of interest to scholars, practitioners and postgraduate students of psychology, organizational behaviour and human resource management.

Admiral Zheng He and Southeast Asia commemorates the 600th anniversary of Admiral Zheng Hes maiden voyage to Southeast Asia and beyond. The book is jointly issued by the Institute of Southeast Asian Studies, Singapore and the International Zheng He Society. To reflect Asian views on the subject matter, nine articles written by Asian scholars Chung Chee Kit, Hsu Yun-Tsiao, Leo Suryadinata, Tan Ta Sen, Tan Yeok Seong, Wang Gungwu, and Johannes Widodo have been reproduced in this volume. Originally published from 1964 to 2005, the articles are grouped into three clusters. The first cluster of three articles examines the relationship of the Ming court, especially during the Zheng He expeditions, with Southeast Asia in general and the Malacca empire in particular. The next cluster looks at the socio-cultural impact of the Zheng He expeditions on some Southeast Asian countries, with special reference to the role played by Zheng He in the Islamization of Indonesia (Java) and the urban architecture of the region. The last three articles deal with the route of the Zheng He expeditions and the location of the places that were visited.

Launched in 2013, China's Belt and Road Initiative is forging connections in infrastructure, trade, energy, finance, tourism, and culture across Eurasia and Africa. This extraordinarily ambitious strategy places China at the center of a geography of overland and maritime connectivity stretching across more than sixty countries and incorporating almost two-thirds of the world’s population. But what does it mean to revive the Silk Roads for the twenty-first century? Geocultural Power explores this question by considering how China is couching its strategy for building trade, foreign relations, and energy and political security in an evocative topography of history. Until now Belt and Road has been discussed as a geopolitical and geoeconomic project. This book introduces geocultural power to the analysis of international affairs. Tim Winter highlights how many countries—including Iran, Sri Lanka, Kenya, Malaysia, Indonesia, Pakistan, and others—are revisiting their histories to find points of diplomatic and cultural connection. Through the revived Silk Roads, China becomes the new author of Eurasian history and the architect of the bridge between East and West. In a diplomatic dance of forgetting, episodes of violence, invasion, and bloodshed are left behind for a language of history and heritage that crosses borders in ways that further the trade ambitions of an increasingly networked China-driven economy.

This book, SHARE Models for Leaders, consists of nine chapters outlining relevant and practical approaches as guidance for implementing shared leadership among university academia in community engagement. The model is in line with the aspirations of Sustainable Development Goals (SDGs) and concepts of the University for Society that aimed to enhance the deliverance of the Universiti Malaysia Sabah’s third mission with measurable impacts. The main strength and practicality of the SHARE Model are emphasised on the three interrelated elements of Shared leadership, action-based 6-step plan, and relationship-building. This book fulfils the expectation of assisting university academia for readiness and willingness on transferring relevant knowledge to the society through shared leadership and building relationship with multiple entities highlighting the existence of a university as a central figure to ignite the positive impact on the well-being of the community. The leadership transformation brought through the knowledge transfer platform from academia is the essence of the action-based component which is explained thoroughly in this book. The model is implemented at Kg. Marakau in Ranau, Sabah, selected as the focused community to deliver various knowledge transfer programmes with a primary focus to improve its socio-economy and well-being while serving as the guidance for one of the signature programmes under AKEPT (Akademi Kepimpinan Pendidikan Tinggi), Sustainable Development Goals Leadership: University for Society (SDGU4S). The uniqueness of the model can be viewed through the inclusion of an exemplary community of Kg. Kilimu in Ranau practices shared leadership among its leaders leading to the village’s success as one of the best rural communities in Sabah. There are valuable experiences shared by established SDG practitioners who successfully implemented knowledge transfer programmes in various regions of Malaysia.