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
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.
3
How to Do
Chinese Management Research?
Paper on Chinese Research
Papers of Chinese research
Read
And Think…
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
7
Step 2: China Topic
Not just Asian or Emerging Market
Papers
8
Step 3: Strategy Management
Not OBHR Or Marketing
Papers
9
18JIBS SMJ
10AMJ AMR ASQ
0 0 0
Content
1. Article Selection
2. Our Findings
3. Interesting Papers
4. Suggestion to Future Research
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
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
13
1
1
12
14
Theoretical
N/A
Suvey
Archival
Method
14/28Archival
14
11
4
2
3
4
Author Number
13
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
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
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
They are in top Journals
But they are good enough?
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
Multiple Influences of Context
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.
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.
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.
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.
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.
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;
Type (Tsui, 2009)
26Weak indigenous
1
0
1
0
Moderate indigenous
Geocentric
Type 1
Type 2
Type 3
Type 4
Type 5
Content
1. Article Selection
2. Our Findings
3. Interesting Papers
4. Suggestion to Future Research
Type 1
Same X
Same Y
Same relationship
No context variable
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.
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.
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.
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.
Type 2
Same X
Same Y
Different relationship in A and B
Context variable as moderator
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
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
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
Results
Type 4
Context B attributes explains Context B
organizational Practice
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
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
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
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.
Content
1. Article Selection
2. Our Findings
3. Interesting Papers
4. Suggestions to Future Research
Collaborate
Contextualize
… To Learn
… To Create
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
…….
Fish in Water (Tsui, 2006)
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.
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
Thank YouPresented June 18th, 2010, East SYSU
©2010. All Rights Reserved.
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
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