LITERATURE REVIEW “To exist is to change, to change is to mature, to mature is to continue to create oneself constantly. »Henri Bergson (1927)According to Posselt & Förstl (2012), previous research has shown that one of the main factors contributing to the successful implementation of new services is unique or superior service. Storey and Hull (2010) agree and further explain that it is not possible to use a “one size fits all” approach when developing personal services. They conducted a study that examined the effect of different organizational knowledge management strategies on the service development process. They stated that for organizations that rely primarily on personalized information where services involve personal interactions and intangible factors, there is a need to form cross-functional teams. Employee expertise and involvement have been identified as other important factors impacting employee performance in new service development (Posselt & Förstl, 2012). This literature review is derived from scientific articles and books, exploring existing theories on the influence of Chinese culture on organizations, empowerment, organizational learning and change in the context of implementation of a new service. These concepts will be explained in the following chapters.2.1 INTRODUCTION TO CHINESE CULTUREA very common and important concept in Chinese culture is "face". The “face” is central to social control, which is why the Chinese attach fundamental importance to it. The word “face” has acquired a meaning in English that is close to what “mianzi” means to the Chinese. “Saving face” can be defined as arranging a delicate social situation in such a way that any negative criticism of “face” is muted. “Losing face... middle of paper... improving employee performance according to Carter (2009). Traditional Chinese culture can have conflicting influences on the success of employee programs. For example, the strong top-down hierarchy, rooted in ancient Chinese culture, presents work situations in which employees are told what to do. Additionally, the impact of employee attitude toward a supervisor on employee performance, as stated by Chen, Tsui, and Farh (2002), could have an influence on the implementation of a new service. By empowering employees and giving them control of the work process, employees could gain a sense of organizational ownership, which would lead to successful implementation of change with learning as a by-product, even if companies should not expect organizational learning to show benefits in the near future. short period (Wenbin & Sun, 2009).