雙星球鞋以「分兵突圍」的策略，一改過去國有企業的頹勢，成為中國大陸內地重要的球鞋品牌，但隨之而來的，卻又是西南部分公司「鬧獨立」，終而公司分裂，元氣大傷。本文以中國人關係圈理論提出對此一現象的解釋，融合了費孝通的差序格局理論及許烺光的情境中心概念，指出中國人最重要的激勵因素是「裂土封侯」，亦即讓有能力的員工取得獨立的經營權，營造一個以自己的人脈網為中心的集體，既透過集體的努力完成自我目標的追求，同時也一榮俱榮地與集體分享成果。這樣的激勵手段往往能調動中國人最高的工作熱忱，「分兵」之後各自努力，突破當前的困境。只是這樣的激勵手段經常只是建立在信任、關係之上，完全的授權後就少了更多的治理機制，當人際關係因不同團體間利益分配不均而發生變化時，原來的「分兵」就成了「叛軍」，反而引發了內鬥。

Doublestar Group Corporation once was a state-owned company with low efficiency and bad management system. In 1983, this company employed an internal subcontracting system to reward those employees with high management capacity. In this system, the company subcontracted the brandname and province subsidaries to the trustworthy managers, who in general had good personal relationship with the CEO of Doublestar Group Corporation. This reward system was so successful that Doublestar turned to be the most famous local brandname in the Mainland China. However, following the failure of establishing new governance machanisms, the good personal relationship among the subsidaries’ heads and the CEO also broke up. Eventually, the company fell into pieces. This paper proposes the Chinese Guanxi Circle Theory to explain why the internal subcontracting system is the best reward machanism in the Mainland China. A Chinese tends to use ego-centered trust network to build up a “pseudo-family”, mobilize this “pseudo-family” to achieve his personal goal, and share all rewards with in-group members to maintain his/her status as a leader. So, to let a Chinese build up his/her “pseudo-family” is the best reward for him/her. However, the reward mechanism of this sort in general needs strong personal trust among subsidaries’s heads and CEO, and the breakup of personal relationship often results in the failure of governance mechanism. The case of Doublestar is the best evidence of this theory.