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Chinese management research implications from the recent chinese research published on top journals on strategy

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  • 1. Chinese Management Research: Implications from the Recent Chinese Research Published on Top Journals on Strategy Presented June 18th, 2010, East SYSU 郑秋明 袁莉 黄铨文 黄佩霞 唐悦 马卉 梁文婉 Enterprise Management, School of Business, Sun Yat-Sun University Guangzhou 510290 China 1
  • 2. Location Location Location Rousseau & Fried (2001) Rousseau D M, Fried Y. Location, location, location: Contextualizing organizational research[J]. Journal of Organizational Behavior,2001,22(1):1-13. 2
  • 3. How to Do Chinese Management Research? 3
  • 4. Read Paper on Chinese Research Papers of Chinese research And Think…
  • 5. Content 1. Article Selection 2. Our Findings 3. Interesting Papers 4. Suggestion to Future Research
  • 6. Step 1: Journal Selection 08~10 Year SMJ, AMR, AMJ, JIBS,ASQ 600+ Papers 6
  • 7. Step 2: China Topic Not just Asian or Emerging Market Papers 7
  • 8. Step 3: Strategy Management Not OBHR Or Marketing Papers 8
  • 9. JIBS SMJ 18 AMJ AMR 10 ASQ 0 0 0 9
  • 10. Content 1. Article Selection 2. Our Findings 3. Interesting Papers 4. Suggestion to Future Research
  • 11. Topic IB 22 Network 5 Alliance 4 Innovation & Learning 4 Cluster 1 11 Diversification 1 Entrepreneur 1 M&A 1 Vertical Integration 0 /28 Cross-Topic 11
  • 12. Theory Institutional Theory Social network TCE RBV 2.83 2.5 2.16 9 KBV 1.5 Absorptive capacity perspective 1.5 Organizational ecology 1 Dynamic capabilities 1 Real Option 1 Resource dependence theory 0.5 Competition dynamics 0.33 organizational inertia theory 0.33 Agency Theory 0.33 Internalisation theory 0.33 12 Peng M W. Towards an institution-based view of business strategy[J]. Asia Pacific Journal of Management, 2002,19(2):251-267.
  • 13. Method Archival 14 Suvey 12 14 N/A 1 Theoretical 1 /28 Archival 13
  • 14. Author Number 13 4 4 3 2 11 14
  • 15. Author Country USA 10.16 China Hong kong 6.83 UK 3.25 China Mainland USA 2.08 Canada 1.75 German 1 Netherlands 0.75 China Tai Wan 0.66 First HK Belgium 0.5 Singapor 0.5 Korea 0.5 Second 15
  • 16. Author University City University of Hong Kong 2 The University of Hong Kong 1.75 Chinese University of Hong Kong 1.66 University of Kansas 1.16 Peking University 1.16 Rice University 1 University of Leeds (CIBUL) 1 Loyola Marymount University 1 5.41 University of North Carolina at Charlotte 0.91 Simon Fraser University 0.83 University of Texas at Dalla 0.83 Hong Kong Skolkovo Institute for Emerging Market Studies 0.66 University of Erlangen-Nuremberg 0.66 16
  • 17. China Mainland Authors 周长辉 Peking University University of Western Ontario Canada 3 1.17 朴胜虎 Skolkovo Institute for university of Oregon 2 0.66 Emerging Market USA Studies 周南 University of Utah Wuhan University USA 1 0.33 17
  • 18. They are in top Journals But they are good enough?
  • 19. Location Location Location Contextualizing Contextualizing Contextualizing Rousseau D M, Fried Y. Location, location, location: Contextualizing organizational research[J]. Journal of Organizational Behavior,2001,22(1):1-13. 19
  • 20. Multiple Influences of Context
  • 21. Type 1 – Application of Context A Theories to Context B Example: Zhao Z J, Anand J. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry[J]. Strategic Management Journal,2009,30(9):959-983.
  • 22. Type 2 – Extension of Context A Theories – cross- context study Example: Lin Z, Peng M W, Yang H, et al. How do networks and learning drive M&As? An institutional comparison between China and the United States[J]. Strategic Management Journal,2009,30(10):1113-1132.
  • 23. Type 3 – Elaboration of Context A Theories – single-context study Example: Xiao & Tsui, When Brokers May Not Work: The Cultural Contingency of Social Capital in Chinese High-tech Firms, ASQ, 2007.
  • 24. Type 4 – Development of Context B (Indigenous) Theories Example: Buckley P J, Clegg L J, Cross A R, et al. The determinants of Chinese outward foreign direct investment[J]. Journal of International Business Studies,2009,40(2):499-518.
  • 25. A Typology of Indigenous Studies Exploitation (Tsui, 2009) Exploration (Tsui, 2009) A theory of Chinese management (Barney A Chinese theory of management (Barney & Zhang, 2009) & Zhang, 2009) Application (Zhang & Li, 2008) Creation (Zhang & Li, 2008) 阶段1 (弱本土化):把西方的文化 阶段3(强本土化):文化特殊性就是 特殊性等同于文化普遍性。采用西方 文化特殊性。建立新的东方理论,以补 的理论,验证/检验西方的理论 充或取代西方理论 阶段2(中等本土化):从文化特殊性 阶段4(全球适用):集成西方与东方 到文化特殊性,寻找东方的特殊性, 的理论,将文化特殊性的理论变成全球 比较/修正/修改西方理论 适用的理论 Tsui A S. Editor's Introduction - Autonomy of Inquiry: Shaping the Future of Emerging Scientific Communities[J]. Management and Organization Review,2009,5(1):1-14. Barney J B, Zhang S. The future of Chinese management research: A theory of Chinese management versus a Chinese theory of management[J]. Management and Organization Review,2009,5(1):15-28. 张燕,李海洋. 发表中国管理研究的挑战[M] 组织与管理研究的实证方法, 北京:北京大学出版社,2008.
  • 26. Type 5 – Measurement of Context A Constructs in Context B Examples: Farh, Zhong & Organ, 2004, OS, organizational citizenship behavior has different dimensions and indicators in China, compared to the US;
  • 27. Type (Tsui, 2009) 26 Type 1 Type 2 1 Moderate indigenous 0 Weak indigenous Type 3 Type 4 1 Geocentric Type 5 0
  • 28. Content 1. Article Selection 2. Our Findings 3. Interesting Papers 4. Suggestion to Future Research
  • 29. Type 1 Same X Same Y Same relationship No context variable
  • 30. A MULTILEVEL PERSPECTIVE ON KNOWLEDGE TRANSFER: EVIDENCE FROM THE CHINESE AUTOMOTIVE INDUSTRY knowledge transfer & Learning Individual & Collective 1 Does teaching activity, like its matching activity, learning, occur at both the individual and collective levels? 2 Does the distinction between the individual and the collective also exist in another key knowledge transfer construct, absorptive capacity? 3 How do teaching activities and absorptive capacities at different levels (i.e., individual vs. collective) affect the transfer of these two distinct types of knowledge? Zhao Z J, Anand J. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry[J]. Strategic Management Journal,2009,30(9):959-983.
  • 31. Hypothesis Collective Teaching H1a: The more extensive the source organization’s use of collective teaching activities, the greater the improvement of the receiving organization’s stock of collective knowledge H1b: The source organization’s use of collective teaching activities has a greater positive impact than does its use of individual teaching activities on the improvement of the receiving organization’s stock of collective knowledge. H2a: The more extensive the source organization’s use of collective teaching activities, the greater the improvement of the receiving organization’s stock of individual knowledge. H2b: The source organization’s use of collective teaching activities has a greater positive impact than does its use of individual teaching activities on the improvement of the receiving organization’s stock of individual knowledge. Zhao Z J, Anand J. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry[J]. Strategic Management Journal,2009,30(9):959-983.
  • 32. Hypothesis Collective Absorptive Capacity H3a: The greater the receiving organization’s collective absorptive capacity, the greater the improvement of its collective knowledge. H3b: The receiving organization’s collective absorptive capacity has a greater positive impact than does its individual absorptive capacity on the improvement of its stock of collective knowledge. H4a: The greater the receiving organization’s collective absorptive capacity, the greater the improvement of its stock of individual knowledge. H4b: The receiving organization’s collective absorptive capacity has a greater positive impact than does its individual absorptive capacity on the improvement of its stock of individual knowledge. Zhao Z J, Anand J. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry[J]. 32 Strategic Management Journal,2009,30(9):959-983.
  • 33. Sample, Result & Contribution Sample 161 engineering units of multinationals in the Chinese automotive industry Result Teaching and absorptive capacity both exist at the collective level. Collective-based knowledge transfer mechanisms, are more effective in transferring knowledge compared to their individual level counterparts. Contribution Individual & Collective level Type 1:Application Zhao Z J, Anand J. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry[J]. 33 Strategic Management Journal,2009,30(9):959-983.
  • 34. Type 2 Same X Same Y Different relationship in A and B Context variable as moderator
  • 35. How do networks and learning drive M&AS? An institutional comparison between China and the United States Motivations •Previous work, with a few exceptions has not paid sufficient attention to the role of social context and network embeddedness leading to M&As. •While some studies have incorporated the element of learning in understanding the drivers of acquisition activities, they have typically focused on the role of acquisition experience instead of alliance experience, which may have different effects. •prior research on M&As tends to understate the importance of the institutional environment. Z. Lin,M. W. Peng,H. Yang. How do networks and learning drive M&As? An institutional comparison between China and the United States. Strategic Management Journal,2009,30(10):1113-1132
  • 36. Theoretical framework Z. Lin,M. W. Peng,H. Yang. How do networks and learning drive M&As? An institutional comparison between China and the United States. Strategic Management Journal,2009,30(10):1113-1132
  • 37. Hypotheses 1. A high centrality will lead to fewer acquisitions in a developed institutional setting but more acquisitions in an underdeveloped institutional setting. 2. Structural hole positions will lead to more acquisitions in a developed institutional setting but fewer acquisitions in an underdeveloped institutional setting. 3. Exploitation tendency will lead to fewer acquisitions in a developed institutional setting but more acquisitions in an underdeveloped institutional setting. Z. Lin,M. W. Peng,H. Yang. How do networks and learning drive M&As? An institutional comparison between China and the United States. Strategic Management Journal,2009,30(10):1113-1132
  • 38. Results
  • 39. Type 4 Context B attributes explains Context B organizational Practice
  • 40. The determinants of Chinese outward foreign direct investment Question • Whether the mainstream theory that explains industrialised country FDI is applicable to emerging country contexts? • Whether special explanations nested within the general theory are needed? • What are the determinants driving Chinese outward foreign direct investment?
  • 41. Hypotheses Hypotheses Expected Based theory Findings sign H1:Host market characteristics: (I)absolute market size(H1a) + General theory: Supported (II)relative market size (H1b) + Market seeking Refused (III)market growth (H1c) + Refused H2:Natural resource endowment + General theory: Refused Resource seeking H3:Asset-seeking FDI + General theory: Refused Resource seeking H4:Political risk ﹣ Special theory: Refused Capital market (contrary) imperfections H5:Cultural proximity to China + Special theory: Supported Ownership advantages of Chinese MNEs H6:Policy liberalisation + Special theory: Supported Institutional factors Buckley P J, Clegg L J, Cross A R, et al. The determinants of Chinese outward foreign direct investment[J]. Journal of International Business Studies,2009,40(2):499-518.
  • 42. Hypotheses Hypotheses Expected Theoretical Findings sign justification H7:Exchange rate + Domestic currency Refused price of foreign assets H8:Host country inflation rate - Macroeconom Refused conditions (contrary) H9:Exports + Market seeking Refused H10:Imports + Trade intensity Refused (contrary) H11:Geographic distancefrom - Spatial costs Refused China H12:Openness to FDI + Investment policy Refused Buckley P J, Clegg L J, Cross A R, et al. The determinants of Chinese outward foreign direct investment[J]. Journal of International Business Studies,2009,40(2):499-518.
  • 43. Contributions: Theoretical implication:Chinese ODI, and •One of the first attempts to formally model provides for some determinants. •Prove that the general theory of FDI isn’t applicable to emerging country contexts, which special explanations should be nested in. Management implications: is likely •State direction over firms (whether formal or informal) to generate a signature in the locational pattern of outward investment that would not be predicted by the general theory of FDI, which assumes that firms are profit maximisers. •Liberalisation is a very powerful instrument for emerging economies. Buckley P J, Clegg L J, Cross A R, et al. The determinants of Chinese outward foreign direct investment[J]. Journal of International Business Studies,2009,40(2):499-518.
  • 44. Content 1. Article Selection 2. Our Findings 3. Interesting Papers 4. Suggestions to Future Research
  • 45. Collaborate … To Learn Contextualize … To Create
  • 46. Collaborate... US Researchers HK Researchers with a US PHD Mainland researchers with a PHD of Western countries … To Learn Paradigm for science Global management knowledge base Writing skills …….
  • 47. Fish in Water (Tsui, 2006)
  • 48. Contextualizing... Contextualization of the phenomenon – from outside-in to inside-out 现象的情境化-从由外而内到由内而外 Our ideas:中国家族企业基于家庭关系多元化,基于联姻的企业联盟,中国转型期 Contextualization of the theory – from application to creation 理论的情境化-从应用到创造 Example: Network capitalism Contextualization in measurement – from translation to indigenization 测量的情境化-从翻译到本土化 Our ideas: “关系”的测量,“面子”的测量 Contextualization in methodology – from sharpening old tools to creating new instruments 方法学的情境化-从磨快原有工具到创造新的工具 Most Challenging … To Create Context-specific models or knowledge Context-bounded models or knowledge Context-free models or knowledge Tsui A S. Contextualization in Chinese management research[J]. Management and Organization Review,2006,2(1):1-13. Tsui A S. Contributing to global management knowledge: A case for high quality indigenous research[J]. Asia Pacific Journal of Management,2004,21(4):491-513.
  • 49. The Road Not Taken Two roads diverged in a yellow wood, And sorry I could not travel both …… Two roads diverged in a wood, and I – I took the one less traveled by, And that has made all the difference. Robert Frost, 1921
  • 50. Thank You Presented June 18th, 2010, East SYSU ©2010. All Rights Reserved.
  • 51. Appendix [1]Y. Lu,L. Zhou,G. Bruton. Capabilities as a mediator linking resources and the international performance of entrepreneurial firms in an emerging economy. Journal of International Business Studies,2010,41(3) [2]X. Ma,A. Delios. Host-country headquarters and an MNE's subsequent within-country diversifications. Journal of International Business Studies,2010,41(3) [3]D. Chen,Y. Paik,S. H. Park. Host-country policies and MNE management control in IJVs: Evidence from China. Journal of International Business Studies,2010,41(3) [4]D. Xu,C. Zhou,P. H. Phan. A real options perspective on sequential acquisitions in China. Journal of International Business Studies, 2010,41(1):166-174 [5]C. Zhou,A. van Witteloostuijn. Institutional constraints and ecological processes: Evolution of foreign-invested enterprises in the Chinese construction industry, 1993-2006. Journal of International Business Studies,2010,41(3) [6]X. Liu,C. Wang,Y. Wei. Do local manufacturing firms benefit from transactional linkages with multinational enterprises in China. Journal of International Business Studies,2009,40(7):1113-1130 [7]I. Filatotchev,X. Liu,T. Buck. The export orientation and export performance of high-technology SMEs in emerging markets: The effects of knowledge transfer by returnee entrepreneurs. Journal of International Business Studies,2009,40(6):1005-1021 [8]E. E. Fang,S. Zou. Antecedents and consequences of marketing dynamic capabilities in international joint ventures. Journal of International Business Studies,2009,40(5):742-761 [9]C. Su,Z. Yang,G. Zhuang. Interpersonal influence as an alternative channel communication behavior in emerging markets: The case of China. Journal of International Business Studies,2009,40(4):668-689 [10]J. F. Puck,D. Holtbrugge,A. T. Mohr. Beyond entry mode choice: Explaining the conversion of joint ventures into wholly owned subsidiaries in the Peoples Republic of China. Journal of International Business Studies,2009,40(3):388-404 [11]J. J. Li,K. Z. Zhou,A. T. Shao. Competitive position, managerial ties, and profitability of foreign firms in China: an interactive perspective. Journal of International Business Studies,2009,40(2):339-352 [12]P. J. Buckley,L. J. Clegg,A. R. Cross等. The determinants of Chinese outward foreign direct investment. Journal of International Business Studies,2009,40(2):499-518 [13]C. Zhou,J. Li. Product innovation in emerging market-based international joint ventures: An organizational ecology perspective. Journal of International Business Studies,2008,39(7):1114-1132 [14]H. Zou,M. B. Adams. Corporate ownership, equity risk and returns in the People's Republic of China. Journal of International Business Studies,2008,39(7):1149-1168
  • 52. Appendix [15]M. W. Peng,DYL Wang,Y. Jiang. An institution-based view of international business strategy: A focus on emerging economies. Journal of International Business Studies,2008,39(5):920-936 [16]C. L. Luk,OHM Yau,LYM Sin等. The effects of social capital and organizational innovativeness in different institutional contexts. Journal of International Business Studies,2008,39(4):589-612 [17]R. Morck,B. Yeung,M. Zhao. Perspectives on Chinas outward foreign direct investment. Journal of International Business Studies, 2008,39(3):337-350 [18]K. Z. Zhou,L. Poppo,Z. Yang. Relational ties or customized contracts? An examination of alternative governance choices in China. Journal of International Business Studies,2008,39(3):526-534 [19]K. Z. Zhou,F. Wu. Technological capability, strategic flexibility, and product innovation. Strategic Management Journal,2010,31(5 ):547-561 [20]Y. Zhang,H. Li. Innovation search of new ventures in a technology cluster: the role of ties with service intermediaries. Strategic Management Journal,2010,31(1):88-109 [21]D. Chen,S. H. Park,W. Newburry. Parent contribution and organizational control in international joint ventures. Strategic Management Journal,2009,30(11):1133-1156 [22]Z. Lin,M. W. Peng,H. Yang. How do networks and learning drive M&As? An institutional comparison between China and the United States. Strategic Management Journal,2009,30(10):1113-1132 [23]Z. J. Zhao,J. Anand. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry. Strategic Management Journal,2009,30(9):959-983 [24]J. Li,C. Zhou,E. J. Zajac. Control, collaboration, and productivity in international joint ventures: theory and evidence. Strategic Management Journal,2009,30(8):865-884 [25]K. Z. Zhou,J. J. Li,N. Zhou. Market orientation, job satisfaction, product quality, and firm performance: evidence from China. Strategic Management Journal,2008,29(9):985-1000 [26]S. J. Chang,D. Xu. Spillovers and competition among foreign and local firms in China. Strategic Management Journal,2008,29(5): 495 [27]J. J. Li,L. Poppo,K. Z. Zhou. Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms. Strategic Management Journal,2008,29(4):383 [28]J. Xia,J. Tan,D. Tan. Mimetic entry and bandwagon effect: the rise and decline of international equity joint venture in China. Strategic Management Journal,2008,29(2):195-217