Search results

This study explores the influence of the Top Management Team (TMT) social capital on business model innovation in business ecosystems.

This study examines the impact of internal and external TMT social capital on enterprises’ business model innovation, explores the relationship between internal and external TMT social capital, and investigates how business ecosystem health moderates the relationship between external TMT social capital and enterprises’ business model innovation. These hypotheses are proposed and tested using a hierarchical regression analysis with data from 168 Chinese firms.

First, both internal and external TMT social capital exert a significantly positive influence on an enterprise’s business model innovation. Second, internal TMT social capital positively contributes to the development of external TMT social capital, affecting business model innovation. Finally, the moderating effect of business ecosystem health on the relationship between external TMT social capital and business model innovation depends on the dimensions. Specifically, the productivity of the business ecosystem negatively moderates this relationship, whereas the niche creation capability of the business ecosystem has a positive moderating effect.

These findings enrich prior research on business model innovation within the business ecosystem, thoroughly exploring the critical role of TMT social capital. This study reveals the diverse impacts of internal and external TMT social capital on business model innovation and the intricate relationship between these elements. Furthermore, it emphasizes that the success of enterprise’s business model innovation within a business ecosystem depends on the alignment and adaptation to dynamic ecosystem conditions. By presenting these insights, this study provides valuable practical implications for enterprises aiming to cultivate social capital within business ecosystem to facilitate business model innovation.

With the advance of the Silk Road Initiative proposed by China, it has been a focus of China government to develop strategic emerging industries. The development of strategic emerging industries needs the support of competitive intelligence on many aspects such as strategical planning, policy making, industrial structure adjustment, and technology innovation. However, so far there are few studies toward the competitive intelligence systems for strategic emerging industries. In this article, we focus on a number of issues related to the competitive intelligence for strategic emerging industries in China. First, we conduct a strengths, weaknesses, opportunities, and threats analysis on the situations of strategic emerging industries in China, based on which the necessity of building a competitive intelligence (CI) service system for strategic emerging industries is discussed. Next, the authors present a framework of a CI service system for strategic emerging industries in China. The principles, components, working process, and product forms are deeply described. The CI service system proposed in this article consists of a cooperation network platform, three layered organizations, and three systems, which integrates organizations, information, people, network, and service platforms into an ecosystem to offer competitive intelligence supports for government, industry, and enterprises. Finally, the authors discuss a case study of the proposed CI service system for the new energy automobile industry.

In as much as it is contested, the Belt and Road Initiative (BRI) is also unexplored, underdiscussed, and, as a result, misunderstood. Frequently viewed through the lens of international relations and global economy, the diverse dimensions of collaboration, including business and research-industry clusters, that BRI enhances, tend to be excluded from the analysis. In a similar manner, the role of the Arab Peninsula in the grand strategy underpinning BRI and its implementation is rarely discussed. BRI is a forward-oriented initiative, an attempt to reap benefits of developments and circumstances that are only nascent. This bears two potent implications. First, as China attempts to influence the context in which it operates, it is subject to change itself; the Chinese business sector evolution attests to that. Second, some of China’s not so obvious partners of today, including those in the Arab Peninsula, are about to turn into key interlocutors of tomorrow. BRI taps into opportunities thus created. This chapter elaborates on these issues and, against this backdrop, outlines how the remaining chapters included in this volume add to this discussion.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified how top management team social capital can impact the level of business model innovation. Social capital is something businesses must cultivate for good performance.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The authors investigate when and why a subordinate's expressive suppression facilitates workplace creativity, building on the conservation of resources theory and considering the effect of the supervisor's expressive suppression and time pressure as boundary conditions.

Multisource data were collected from 132 teams in northwestern China, including 132 supervisors and 648 subordinates. Hierarchical regression analyses were used to test the effects.

The subordinate’s expressive suppression was positively related to their workplace creativity. Challenge time pressure was positively related to workplace creativity, and the subordinate’s expressive suppression was positively related to workplace creativity when challenge time pressure was lower and the supervisor's expressive suppression was higher. Hindrance time pressure was negatively related to workplace creativity, and a positive relationship between a subordinate's expressive suppression and workplace creativity was also found with less hindrance time pressure and greater expressive suppression by their supervisor.

By examining the role of the supervisor as a source of downward spillovers in various time pressure contexts, the study explains why a subordinate’s suppression facilitates workplace creativity from the conservation of resources perspective.

The purpose of this research is to investigate if employees possessing good political skill face less abusive behavior from their supervisors. Moreover, the gender of the subordinate has been tested as a moderator between political skill and abusive supervision. Cultural and social factors prevailing in the research settings of Pakistan provide an ideal situation to test the relationship between political skill and abusive supervision.

The data were collected from 178 employees representing different sectors of Pakistani industry. To test the relationship between political skill and abusive supervision, simple linear regression was run and moderation was tested using PROCESS macro.

From the analysis, the major findings prove that political skill lessens abusive supervision. Moreover, due to the cultural settings, male subordinates use political skill more proficiently to avoid abusive supervision as compared to female subordinates.

The study suggests that in order to maintain harmony in the work environment, employees must learn political skill to avoid abusive supervision. Moreover, females must be given more chances to utilize their political skill to get positive outcomes.

This study fills up a significant gap in the literature, as there is scarce literature available that investigates the relationship between political skill and abusive supervision, specifically in Pakistan.

Ting‐Toomey's (1988) face‐negotiation theory of conflict predicts that choice of conflict style is closely associated with face‐negotiation needs, which vary across cultures. This study investigated this prediction in a workplace setting involving status and face‐concern with a sample of 163 Anglo‐Australian and 133 Chinese university students who were working full or part‐time. The association of type of communication (direct or cautious) according to type of face‐threat (self or other) and work status (subordinate, co‐worker or superior) with preferences for three conflict management styles (control, solution‐oriented, non‐confrontational) was examined for the two cultural groups. The results showed that: (1) as predicted by the individualist‐collectivist dimension, Anglo respondents rated assertive conflict styles higher and the non‐confrontational style lower than their Chinese counterparts; (2) overall, both Anglo and Chinese respondents preferred more direct communication strategies when self‐face was threatened compared with other‐face threat; (3) status moderated responses to self and other‐face threat for both Anglos and Chinese; (4) face‐threat was related to assertive and diplomatic conflict styles for Anglos and passive and solution‐oriented styles for Chinese. Support was shown for Ting‐Toomey's theory; however the results indicated that, in applied settings, simple predictions based on only cultural dichotomies might have reduced power due to workplace role perceptions having some influence. The findings were discussed in relation to areas of convergence and the two cultural groups; widening the definition of “face”; and providing a more flexible model of conflict management incorporating both Eastern and Western perspectives.