Three diversification strategies (related, unrelated, and related‐Jinked) are reviewed in terms of their organizational arrangements (coordination and control mechanisms)…
Abstract
Three diversification strategies (related, unrelated, and related‐Jinked) are reviewed in terms of their organizational arrangements (coordination and control mechanisms), managerial mind sets (corporate managers' ways of doing business), and organizational learning climates (learning capacity and learning needs). It is suggested that conventional organization development techniques (both human‐processual and technostructural) are relevant for developing the necessary organizational arrangements and managerial mindsets of diversifies. The organizational transformation perspective of managing change is proposed as an effective way to develop the required organizational learning climate of diversified firms due to its dynamic and proactive nature.
Chung‐Ming Lau, Hang‐Yue Ngo and Daphne W. Yiu
The internationalization of Chinese firms has been gaining importance in recent years. Informed by Dunning's eclectic paradigm, this paper examines the factors leading to the…
Abstract
Purpose
The internationalization of Chinese firms has been gaining importance in recent years. Informed by Dunning's eclectic paradigm, this paper examines the factors leading to the “going international” decisions of Chinese firms in the very early days of the “go global” call, before the central government offered substantial support.
Design/methodology/approach
It is suggested that two types of organizational factors are relevant to these decisions: the firm's management capability and core competencies. A survey of data of chief executives from over 3,000 firms in the year 2000 was analyzed.
Findings
Empirical results indicate that different resources endowments have different relationships with internationalization decisions. The intention of going international is affected by organizational competencies of R&D and manufacturing. Two capabilities (production and sales, and operation and finance) have significant impacts on outward direct investment, while manufacturing and marketing competencies have positive effects on exports, together with production capability. In addition, manufacturing competencies also have a negative effect on the acquisition and use of international capital.
Originality/value
By using firm‐level data collected in China, a better understanding of the nature of internationalization and the foreign direct investment characteristics of firms has been obtained. The empirical results show that the impacts of the organizational resources are different for different internationalization decisions, and the effects of core competencies of a firm vary across different paths of internationalization.
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Chung‐Ming Lau, Gary C. McMahan and Richard W. Woodman
Compares the results of surveys of organizational development (OD) practices among major firms in the United States and Hong Kong. Despite obvious cultural differences between the…
Abstract
Compares the results of surveys of organizational development (OD) practices among major firms in the United States and Hong Kong. Despite obvious cultural differences between the two countries, OD practices were more similar than different. Discusses implications for OD research in international settings and global OD practices.
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Chung-Ming Lau, Lynda M. Kilbourne and Richard W. Woodman
In this chapter, we propose a shared schema approach to model a change of organizational culture. The connection between shared schemas and organizational culture is first…
Abstract
In this chapter, we propose a shared schema approach to model a change of organizational culture. The connection between shared schemas and organizational culture is first examined, and the development of shared schemas is then explored. Building on previous work utilizing a cognitive approach to organizational culture, we suggest that organizational culture can be understood as organizational members' shared schemas, so culture change can be understood by examining members' cognitions about an organizational culture change, with the degree of sharedness being an important descriptor. Data from two samples supported propositions that culture change schemas are: (1) different between organizational members who identify strongly with an organization and those who do not; and (2) different between current organizational members and those who have left the organization. These results support the viability of measuring organizational culture change from a cognitive perspective and suggest implications for managing the process of culture change.
Diego Quer-Ramón, Enrique Claver-Cortés and Laura Rienda-García
Since the beginning of the 21st century, China’s outward foreign direct investment (OFDI) is growing steadily and Chinese multinationals (MNCs) are playing an increasingly…
Abstract
Purpose
Since the beginning of the 21st century, China’s outward foreign direct investment (OFDI) is growing steadily and Chinese multinationals (MNCs) are playing an increasingly important role in the global economy. Thus, the number of papers focusing on China’s OFDI and Chinese MNCs has been increasing during the last years. The aim of this chapter is to carry out a review of the empirical papers dealing with Chinese MNCs published between 2002 and 2012 in high-impact international business and management journals.
Design/methodology/approach
This chapter reviews 43 empirical papers focusing on Chinese MNCs that were published in nine major scholarly journals between 2002 and 2012.
Findings
We report individual and institutional contributions, the theories and methods used, the research topics, and the main findings. We also discuss implications for future research.
Originality/value
Some previous literature reviews have dealt with research on China’s OFDI and Chinese MNCs. Nevertheless, none of the earlier reviews dealt specifically with empirical papers; neither did they provide an analysis of both individual and institutional contributions.
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Adel M. AL‐ Rasheed and Farid M. AL‐ Qwasmeh
The paper explores the role of the strategic partner in the Management Development (MD) process at Jordan Telecom (JT) by surveying the attitudes of 243 Jordanian managers and by…
Abstract
The paper explores the role of the strategic partner in the Management Development (MD) process at Jordan Telecom (JT) by surveying the attitudes of 243 Jordanian managers and by testing the relevant hypothesis. The findings reveals that the strategic partner contributes to the development of Jordanian managers' skills in areas such as time management, performance appraisal, job design and communications and cooperation. A limited significant impact of relevant demographic and managerial factors on managers' attitudes towards their MD and strong corelational relationships among MD dimensions are also revealed through the findings. The conclusions highlight the positive outcomes and implications of the strategic partnership at JT. The recommendations emphasized the need for further partnerships in Jordan because of their influential effects on Jordanian businesses.
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Michaela Blahova, Premysl Palka and Parissa Haghirian
This paper aims to investigate current trends in selected management systems and analyses their mutual synergy effects to remaster contemporary enterprise performance management…
Abstract
Purpose
This paper aims to investigate current trends in selected management systems and analyses their mutual synergy effects to remaster contemporary enterprise performance management systems in the business sphere.
Design/methodology/approach
This research involves assembling key academic texts and other literature on the subject of changes in management systems worldwide and their influence on remastering contemporary enterprise performance management systems. The literature is reviewed using a systematic approach. More than 3,000 papers and studies are identified and content analysed.
Findings
The main trends and emerging themes of management practices in the current business world and their synergy effects are identified, reviewed and classified.
Originality/value
The field of performance management systems and their remastering based on individual corporate needs is an emergent area of study. This paper is relevant to academics, as well as the corporate world, because it introduces summarized results from an extensive number of published studies on the topic of trends in current management systems, their mutual synergy effects and their influence on performance management systems.
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Alistair R. Anderson and Edward Yiu‐chung Lee
This article aims to examine one aspect of Chinese culture, guanxi. Guanxi, “special relationships” has long been employed to facilitate business in China. The authors ask whether…
Abstract
Purpose
This article aims to examine one aspect of Chinese culture, guanxi. Guanxi, “special relationships” has long been employed to facilitate business in China. The authors ask whether this is likely to continue in the rapidly changing environment. China's long history of insularity has created a culture and business environment considered to be uniquely based on Confucian values. Yet in the last couple of decades China has opened its doors to globalisation. These forces, in conjunction with what many see as Confucian dynamism of Chinese entrepreneurship, have generated economic growth levels in excess of 11 per cent per annum. This blending of the old and the new raises questions about how practices may be changing.
Design/methodology/approach
The authors employed a survey of two groups; middle managers in Hong Kong and young middle class in mainland China. These groups represent the modern, Hong Kong as westernised; the old, but with new perspectives, the affluent middle classes of present day China. Open‐ended questions about perceptions of understanding and use of guanxi were asked.
Findings
The research finds many contrasts between the respondent groups. The Hong Kong respondents did not really understand guanxi, but still thought it important in China. The mainland group both understood and used guanxi, but similarly to the Hong Kong group, did not like it or enjoy its use. Both groups saw a diminishing application of guanxi as China's regulatory and market environment improves.
Originality/value
The paper establishes that guanxi persists and may remain essential in China. However guanxi will work in conjunction with markets and regulations, rather than as a replacement.