LITERATURE REVIEW“To exist is to change, to change is to mature, to mature is to continue to create oneself endlessly.”Henri Bergson (1927)According to Posselt & Förstl (2012) research Previous studies have shown that one of the main factors contributing to the success of new service implementation is a 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 investigated the effect of different organizational knowledge management strategies on the service development process. They stated that for organizations, which rely primarily on personalized information where services involve personal interactions and intangible factors, the formation of cross-functional teams is necessary. Employee competence and engagement have been identified as other important factors influencing 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, learning, and organizational change in the context of new service implementation. These concepts will be explained in subsequent chapters. 2.1 INTRODUCTION TO CHINESE CULTURE A very common and important concept in Chinese culture is “face”. The “face” is central to social control, so 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 sensitive social situation in such a way as to silence any negative criticism of “face.” “Losing face…middle of the paper…improving employee performance according to Carter (2009). Traditional Chinese culture may have mixed influences on the success of programs involving employees. For example, strong top-down hierarchy, rooted in ancient Chinese culture, characterizes work situations in which employees are told what to do. Furthermore, the impact of employee attitudes toward a supervisor on employee performance, as stated by Chen, Tsui, and Farh (2002), could have influence on the implementation of a new service. When you empower employees and provide them with control over the work process, employees may gain feelings of organizational ownership, which would lead to successful implementation of change with learning as a byproduct, although companies should not expect that l Organizational learning shows benefits later. short period (Wenbin & Sun, 2009).