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This paper aims to review the literature on carbon trading from the perspective of evolution, finds out the evolution path of these literatures and gives out the future research hotspots in this field.

Uses visualization tools (CiteSpace and HistCite) to systematically categorize the literature on carbon-trading schemes in the Web of Science core collection from 1998 to 2018, comprehensively analyzes carbon-trading schemes from four dimensions, namely, discipline evolution, keyword evolution, citation cluster evolution and citation path evolution.

Research on carbon-trading schemes has a specific development and evolution path along four dimensions, namely, in the discipline dimension, the largest change lies in the mathematics pointed to by at least four different disciplines; the keyword evolution dimension shows a gradual deepening emphasis on coordinated development; citation clusters identify three major clusters – carbon prices, China’s carbon trading, carbon market and supply chain; and citation paths identify three major evolutionary paths, the most important of which shows that “What affects carbon price?” has changed to “What is the impact of carbon prices?”

Reveals the evolution path of carbon trading research studies and proposes four possible development directions for carbon-trading scheme research, which is helpful for future carbon trading-related research and serves as a reference for the promotion of and improvements in carbon-trading schemes.

In the context of open innovation, more and more enterprises are leveraging innovation networks to drive disruptive innovation performance, but there is no consensus on the relationship between network embeddedness and enterprise disruptive innovation performance. This paper aims to systematically explore the relationship between them.

This paper constructs a multi-level network embeddedness model and uses 58 independent studies as samples to explore the relationship between multi-level network embeddedness and enterprise disruptive innovation performance by meta-analysis.

First, network embeddedness at the enterprise and regional levels will promote the improvement of disruptive innovation performance. Although industrial relationship embeddedness will promote the improvement of disruptive innovation performance, its structural embeddedness will bring negative effects. Second, in terms of mediating effect, policy-oriented support will promote the relationship between network embeddedness and disruptive innovation performance at the enterprise and industry levels. Compared with large enterprises, small- and medium-sized enterprises will have more advantages in the performance of multi-level network embedding and disruptive innovation performance. Under the subjective performance measurement method, the promotion effect of multi-level network embedding is more prominent.

This study enriches the theoretical research of network embeddedness and disruptive innovation and provides management enlightenment for the network embeddedness strategy of enterprise disruptive innovation. Limited by data samples and article length, future research can further expand literature samples to test the stability of variable relationships and test the moderating effects of more internal and external factors.

First, it constructs a theoretical analysis model of “point-line-surface” multi-level network embedding and disruptive innovation performance of enterprises and expands the theoretical analysis framework of network embedding and disruptive innovation performance. The second is to explore the influence mechanism of multi-level network embeddedness and enterprise disruptive innovation performance. Third, it deepens the theoretical understanding of the moderating variables of the impact of network embeddedness and enterprise disruptive innovation performance.

Examines Chinese attitudes towards the introduction and implementation of an international corporate culture into their working environment. Refers to Sun Tzu’s military classic The Art of War and suggests his philosophy can be applied to business in China, and that the Western world should begin understanding this philosophy and the oriental mindset. Presents results of a study of Chinese employees at a Beijing, China hotel to determine attitudinal and behavioural patterns, and finds that the concept of corporate culture currently meets with strong resistance from many Chinese people who believe foreign ideals and concepts are not to be trusted.

In spite of the increasing awareness that standardized performance appraisal practices must fit in varied local contexts, limited research and mixed findings still cloud our understanding about how those appraisal practices are perceived and implemented in the subsidiaries of multinational corporations (MNCs). The purpose of this paper is to examine this issue, aiming to clarify the contextual and cultural boundary of standardized appraisal practices in China.

A case study was conducted in an MNC subsidiary located in Southern China. Organizational performance appraisal documents were collected, and in‐depth interviews were conducted.

It has been found that the implementation of a Western standardized appraisal system was far from attaining an optimistic effect in a Chinese business setting: employees were nowhere near being able to be involved in setting objectives and developmental plans; the appraisal system was not perceived be fair enough due to the influence of a seniority‐based rewards system; and managers hesitated to take ownership of performance reviews.

When designing and delivering standardized appraisal system to subsidiaries, foreign investors and global human resource practitioners are expected to be more context focused. Distinct cultural values and norms in local contexts should be carefully taken into consideration.

The paper fills in the literature gap by providing an in‐depth study of employees' perceptions towards the actual implementation of a standardized performance appraisal system in an MNC subsidiary in China.

The purpose of this paper is to explore suzhi requirements and expectations to double-shouldered academics as middle-level cadres (双肩挑处级干部) in a Chinese higher education institute (HEI) as an initial step to examine the interplays between suzhi requirement and expectations and organizational operational mechanism in the Chinese context.

The study adopted an exploratory single-case approach for the study. In this study, 22 participants composed of middle-level cadres, other stakeholders at the university, college/department and business unit levels were interviewed.

Suzhi requirements for the cadres followed the Communist Party of China’s (CPC) guideline, the required de, neng, qin, ji and lian (德, 能, 勤, 绩, 廉) was abstract and vague. With the parallel systems, the CPC and administrative lines, there were discrepancies between the CPC required suzhi and those expected by the stakeholders. A social phenomenon, “official rank-oriented standard” (ORS, guan ben wei, 官本位), was found significantly intertwining with the self suzhi expectation of the cadres, unveiling a more complex dynamics than most research reported for the Chinese public sector organizations (PSOs).

With the initial qualitative findings unveiling suzhi as an organizational construct, this study informs future empirical research in the indigenous suzhi phenomenon in organizational setting. The conceptualized results of our study offer new insight for future indigenous Chinese management research in all PSOs including state-owned enterprises (SOEs).

As an initial step, this study endeavored to explore suzhi as an organizational construct in a Chinese HEI. The paper contributes to the literature by unveiling the complexity of PSOs in the interplays of dual management systems and ORS coupled with dual-role suzhi requirements for the cadres.

Since most literature on international performance appraisal is derived from Western MNCs, it is questionable whether the Western theories are equally powerful when applied to other national contexts. This study develops the Chinese international performance appraisal model by exploring performance appraisal policies and practices and the associated factors in Chinese MNCs. It reveals that Chinese MNCs adopt different approaches towards different groups, particularly different nationalities and managerial status. The Chinese international performance appraisals are a mix of home and local appraisal systems, and a mix of traditional Chinese personnel management and modern Western HRM concepts. Moreover, Chinese international performance appraisal policies and practices are affected by various host‐contextual and firm‐specific factors, and there is also an interplay between international performance and other international human resource management activities.

Navigation problems in a hypertext might be reduced, if multiple, coherent views of the hypertext were available. Document outlines help readers appreciate the structure and meaning of the document. We propose measures of syntactic and lexical balance in an outline and show in a sample of documents the degree to which these balances occur. Based on balance in an outline, a method for semi‐automatically generating an alternative outline is applied to one textbook. The textbook with both its original and its alternative outline is available in hypertext, and subjects who were asked to evaluate this hypertext noted that the alternative outline would help readers compare concepts in the textbook. The computer programs for generating outlines have been used in several writing tasks, including the writing of this paper.

This paper aims to explore international training and development policies and practices in Chinese multinational enterprises (MNEs). The issues examined in this study include pre‐departure and post‐arrival training for expatriates and their spouses and families, training for host‐country nationals (HCNs), reasons for Chinese MNEs not providing adequate training and the approaches of Chinese MNEs to international management development.

This paper used a semi‐structured, interview‐based survey for collecting data from ten Chinese MNEs. The case companies consist of a range of industries and economic ownership types. A total of 30 in‐depth interviews involving general managers, HR managers at headquarters and executive managers in subsidiaries were carried out.

The paper reveals that Chinese MNEs provide only limited training to expatriates and other nationals, and lack a systematic international management development system. They adopt usually an ethnocentric approach to international training and development, and provide different levels of international training and management development for HCNs and PCNs.

The paper has many issues, especially those relating to the organizational determinates of international training and management development, their impact on organizational performance, and the effect of different approaches to training and development on different nationals; these require further investigation.

The paper shows that HRM in Chinese MNEs has not been much considered. This study has examined a selection of international training and management development issues in Chinese MNEs that have not been reported in the literature to date.