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Chinese Management Research: Implications from the Recent Chinese Research Published on Top Journals on Strategy Presented June 18th, 2010, East SYSU 1 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

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Page 1: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Chinese Management Research:Implications from the Recent Chinese Research

Published on Top Journals on Strategy

Presented June 18th, 2010, East SYSU

1

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

Page 2: Chinese management research   implications from the recent chinese research  published on top journals on strategy

2

Location

Location

LocationRousseau & Fried (2001)

Rousseau D M, Fried Y. Location, location, location: Contextualizing organizational research[J]. Journal of Organizational

Behavior,2001,22(1):1-13.

Page 3: Chinese management research   implications from the recent chinese research  published on top journals on strategy

3

How to Do

Chinese Management Research?

Page 4: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Paper on Chinese Research

Papers of Chinese research

Read

And Think…

Page 5: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Content

1. Article Selection

2. Our Findings

3. Interesting Papers

4. Suggestion to Future Research

Page 6: Chinese management research   implications from the recent chinese research  published on top journals on strategy

6

Step 1: Journal Selection

08~10 Year

SMJ, AMR, AMJ, JIBS,ASQ

600+Papers

Page 7: Chinese management research   implications from the recent chinese research  published on top journals on strategy

7

Step 2: China Topic

Not just Asian or Emerging Market

Papers

Page 8: Chinese management research   implications from the recent chinese research  published on top journals on strategy

8

Step 3: Strategy Management

Not OBHR Or Marketing

Papers

Page 9: Chinese management research   implications from the recent chinese research  published on top journals on strategy

9

18JIBS SMJ

10AMJ AMR ASQ

0 0 0

Page 10: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Content

1. Article Selection

2. Our Findings

3. Interesting Papers

4. Suggestion to Future Research

Page 11: Chinese management research   implications from the recent chinese research  published on top journals on strategy

11

0

1

1

1

1

4

4

5

22

Vertical Integration

M&A

Entrepreneur

Diversification

Cluster

Innovation & Learning

Alliance

Network

IBTopic

11/28Cross-Topic

Page 12: Chinese management research   implications from the recent chinese research  published on top journals on strategy

12

0.33

0.33

0.33

0.33

0.5

1

1

1

1.5

1.5

2.16

2.5

2.83

Internalisation theory

Agency Theory

organizational inertia theory

Competition dynamics

Resource dependence theory

Real Option

Dynamic capabilities

Organizational ecology

Absorptive capacity perspective

KBV

RBV

Social network

TCE

Institutional Theory

Theory

Peng M W. Towards an institution-based view of business strategy[J]. Asia Pacific Journal of Management, 2002,19(2):251-267.

9

Page 13: Chinese management research   implications from the recent chinese research  published on top journals on strategy

13

1

1

12

14

Theoretical

N/A

Suvey

Archival

Method

14/28Archival

Page 14: Chinese management research   implications from the recent chinese research  published on top journals on strategy

14

11

4

2

3

4

Author Number

13

Page 15: Chinese management research   implications from the recent chinese research  published on top journals on strategy

15

0.5

0.5

0.5

0.66

0.75

1

1.75

2.08

3.25

6.83

10.16

Korea

Singapor

Belgium

China Tai Wan

Netherlands

German

Canada

China Mainland

UK

China Hong kong

USA

Author Country

USAFirst

HKSecond

Page 16: Chinese management research   implications from the recent chinese research  published on top journals on strategy

160.66

0.66

0.83

0.83

0.91

1

1

1

1.16

1.16

1.66

1.75

2

University of Erlangen-Nuremberg

Skolkovo Institute for Emerging Market

Studies

University of Texas at Dalla

Simon Fraser University

University of North Carolina at Charlotte

Loyola Marymount University

University of Leeds (CIBUL)

Rice University

Peking University

University of Kansas

Chinese University of Hong Kong

The University of Hong Kong

City University of Hong Kong

Author University

5.41Hong Kong

Page 17: Chinese management research   implications from the recent chinese research  published on top journals on strategy

17

China Mainland Authors

周长辉Peking University

University of Western

Ontario

Canada3

朴胜虎Skolkovo Institute for

Emerging Market

Studies

university of Oregon

USA2

周南Wuhan University

University of Utah

USA1

1.17

0.66

0.33

Page 18: Chinese management research   implications from the recent chinese research  published on top journals on strategy

They are in top Journals

But they are good enough?

Page 19: Chinese management research   implications from the recent chinese research  published on top journals on strategy

19

Contextualizing

Contextualizing

ContextualizingRousseau D M, Fried Y. Location, location, location: Contextualizing organizational research[J]. Journal of Organizational

Behavior,2001,22(1):1-13.

Location

Location

Location

Page 20: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Multiple Influences of Context

Page 21: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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.

Page 22: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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.

Page 23: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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.

Page 24: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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.

Page 25: Chinese management research   implications from the recent chinese research  published on top journals on strategy

A Typology of Indigenous Studies

Exploitation (Tsui, 2009)

A theory of Chinese management (Barney

& Zhang, 2009)

Application (Zhang & Li, 2008)

Exploration (Tsui, 2009)

A Chinese theory of management (Barney

& Zhang, 2009)

Creation (Zhang & Li, 2008)

阶段1 (弱本土化):把西方的文化特殊性等同于文化普遍性。采用西方的理论,验证/检验西方的理论

阶段3(强本土化):文化特殊性就是

文化特殊性。建立新的东方理论,以补充或取代西方理论

阶段2(中等本土化):从文化特殊性到文化特殊性,寻找东方的特殊性,比较/修正/修改西方理论

阶段4(全球适用):集成西方与东方

的理论,将文化特殊性的理论变成全球适用的理论

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.

Page 26: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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;

Page 27: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Type (Tsui, 2009)

26Weak indigenous

1

0

1

0

Moderate indigenous

Geocentric

Type 1

Type 2

Type 3

Type 4

Type 5

Page 28: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Content

1. Article Selection

2. Our Findings

3. Interesting Papers

4. Suggestion to Future Research

Page 29: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Type 1

Same X

Same Y

Same relationship

No context variable

Page 30: Chinese management research   implications from the recent chinese research  published on top journals on strategy

A MULTILEVEL PERSPECTIVE ON KNOWLEDGE TRANSFER:

EVIDENCE FROM THE CHINESE AUTOMOTIVE INDUSTRY

Does teaching activity, like its matching activity, learning, occur at both the individual and collective levels?

Does the distinction between the individual and the collective also exist in another key knowledge transfer construct, absorptive capacity?

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?

1

2

3

knowledge transfer & Learning Individual & Collective

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.

Page 31: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Hypothesis

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 collectiveknowledge.

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 individualknowledge.

Collective Teaching

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.

Page 32: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Hypothesis

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 individualknowledge.

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.

32

Collective Absorptive Capacity

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.

Page 33: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Sample, Result & Contribution

161 engineering units of multinationals in the Chinese automotive industry

33

Sample

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.

Result

Individual & Collective level

Type 1:Application

Contribution

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.

Page 34: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Type 2

Same X

Same Y

Different relationship in A and B

Context variable as moderator

Page 35: Chinese management research   implications from the recent chinese research  published on top journals on strategy

How do networks and learning drive M&AS? An institutional

comparison between China and the United States

•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.

Motivations

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

Page 36: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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

Page 37: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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

Page 38: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Results

Page 39: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Type 4

Context B attributes explains Context B

organizational Practice

Page 40: Chinese management research   implications from the recent chinese research  published on top journals on strategy

The determinants of Chinese outward foreign

direct investment

• 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?

Question

Page 41: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Hypotheses Expected

sign

Based theory Findings

H1:Host market characteristics:

(I)absolute market size(H1a)

(II)relative market size (H1b)

(III)market growth (H1c)

+++

General theory:

Market seeking

Supported

Refused

Refused

H2:Natural resource endowment + General theory:

Resource seeking

Refused

H3:Asset-seeking FDI + General theory:

Resource seeking

Refused

H4:Political risk ﹣ Special theory:

Capital market

imperfections

Refused

(contrary)

H5:Cultural proximity to China + Special theory:

Ownership advantages

of Chinese MNEs

Supported

H6:Policy liberalisation + Special theory:

Institutional

factors

Supported

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.

Hypotheses

Page 42: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Hypotheses Expected

sign

Theoretical

justification

Findings

H7:Exchange rate + Domestic currency

price of foreign assets

Refused

H8:Host country inflation rate - Macroeconom

conditions

Refused

(contrary)

H9:Exports + Market seeking Refused

H10:Imports + Trade intensity Refused

(contrary)

H11:Geographic distancefrom

China

- Spatial costs Refused

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.

Hypotheses

Page 43: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Contributions:

•One of the first attempts to formally model Chinese ODI, and 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.

•State direction over firms (whether formal or informal) is likely 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.

Theoretical implication:

Management implications:

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.

Page 44: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Content

1. Article Selection

2. Our Findings

3. Interesting Papers

4. Suggestions to Future Research

Page 45: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Collaborate

Contextualize

… To Learn

… To Create

Page 46: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Collaborate...US Researchers

HK Researchers with a US PHD

Mainland researchers with a PHD of Western countries

… To LearnParadigm for science

Global management knowledge base

Writing skills

…….

Page 47: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Fish in Water (Tsui, 2006)

Page 48: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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 CreateContext-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.

Page 49: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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

Page 50: Chinese management research   implications from the recent chinese research  published on top journals on strategy

Thank YouPresented June 18th, 2010, East SYSU

©2010. All Rights Reserved.

Page 51: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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

Page 52: Chinese management research   implications from the recent chinese research  published on top journals on strategy

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