Qin Zhu, Renan Jia and Xiaohua Lin
In the context of China, the purpose of this paper is to empirically answer three related questions: Could circular agriculture (CA) attain economic, ecological and social…
Abstract
Purpose
In the context of China, the purpose of this paper is to empirically answer three related questions: Could circular agriculture (CA) attain economic, ecological and social benefits simultaneously? What is key to a successful CA business in emerging economies? And who plays the vital role in building and sustaining a circular business?
Design/methodology/approach
The paper is based on a field study and looks at a farm in China. It uses a triangulation methodology to collect information. Besides longitudinal filed work at the farm, the researchers have also interviewed multiple stakeholders and conducted field research at the local markets.
Findings
With concrete performance data, the study proves that a circular approach can help achieve ecological, economic and social goals together. It shows that economic viability is essential to succeeding in circular operation, sufficient production pathways are required to make such operation sustainable, and entrepreneurship is key to build and grow a circular business.
Research limitations/implications
The findings point to the crucial role of entrepreneurship in promoting the circular model in emerging economies. These findings, however, may not be readily generalizable, given the limitations of the case study approach.
Practical implications
The study highlights a few areas in which government assistance can make a difference, including financial incentives, information provision, technical support and most importantly the creation of a positive environment for entrepreneurial development.
Originality/value
While prior research emphasizes the role of government in promoting circular economy in developing and emerging markets, the study proves that entrepreneurship is key to turning government initiatives into economically viable and sustainable circular operation.
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Yanjiao Yang, Xiaohua Lin and Robert B. Anderson
Entrepreneurship by Indigenous people in Canada and Australia, while historically connected to the ancestral lands and traditional practices of Indigenous people, has been…
Abstract
Purpose
Entrepreneurship by Indigenous people in Canada and Australia, while historically connected to the ancestral lands and traditional practices of Indigenous people, has been evolving and expanding in scope and nature. In this article, the authors aim to offer an integrative framework for capturing the contemporary dynamics and outcomes of entrepreneurship by Indigenous people as they pursue venture creation as part of their broader development aspirations.
Design/methodology/approach
Drawing on literature from place-based views of entrepreneurship and social identity theory, the authors develop a typology to account for four modes of entrepreneurship by Indigenous people along two contextual dimensions – Indigenous territory and Indigenous marker.
Findings
Indigenous practicing entrepreneurship may choose to conduct business within or outside of traditional lands and demonstrate more or less indigeneity in their business activities as they marshal resources and seek opportunities. The authors identify how these diverse Indigenous businesses contribute to the economic development among Indigenous communities as part of their ongoing struggle to rebuild their “nations” using business.
Originality/value
This article contributes by differentiating sociocultural vs economic resources in noneconomic contexts to develop a theoretical typology of Indigenous entrepreneurship. By detailing the relations between Indigenous territories and Indigenous lands and between Indigenous identity and Indigenous markers, the authors contribute to a more nuanced and practical conceptualization of Indigenous entrepreneurship.
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The study examined cultural adaptive behavior in international joint ventures, its key relationship contexts (e.g. relationship commitment and relative dependence), and influence…
Abstract
The study examined cultural adaptive behavior in international joint ventures, its key relationship contexts (e.g. relationship commitment and relative dependence), and influence of national culture. The hypotheses are tested with Chinese and US joint venture managers. Survey results show that cultural adaptation is driven by relationship commitment and relative dependence among both Chinese and US joint venture partners. However, the association between relative dependence and cultural adaptation is stronger among the Chinese than among the US managers. The findings have important implications for relationship management in international business.
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Nancy Ursel, Xiaohua Lin and Jessica Li
Chinese companies have recently started listing ADRs in North American stock exchanges and thus offered an alternative venue for Western investors whose access to the Chinese…
Abstract
Chinese companies have recently started listing ADRs in North American stock exchanges and thus offered an alternative venue for Western investors whose access to the Chinese market has largely been limited to the illiquid B shares. Are ADRs a good substitute for investing in Chinese B Shares? We examine characteristics of return distributions for indices of Chinese shares and an index of Chinese ADRs. We also compare efficient frontiers for portfolios including Chinese shares and Chinese ADRs and compute possible portfolio allocations. We find that investing in Chinese ADRs does not provide a risk/return tradeoff similar to direct investment in Chinese stock exchanges.
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The purpose of this study is to examine performance implications of general manager appointment in Sino‐US joint ventures, specifically whether there is a difference in outcomes…
Abstract
Purpose
The purpose of this study is to examine performance implications of general manager appointment in Sino‐US joint ventures, specifically whether there is a difference in outcomes when the appointment is made by the Chinese or American partner.
Design/methodology/approach
Using a structured questionnaire, data were collected from 94 managers representing US and Chinese partners in 67 international joint ventures (IJVs) based in China.
Findings
The results show that, when the general manager is Chinese rather than American, there is heightened conflict on daily personnel management issues, but not on strategic and contract issues, and the overall levels of partner satisfaction and relationship commitment decrease as well.
Research limitations/implications
The research was based on small sample size and cross‐sectional design.
Originality/value
This article focuses on the general manager appointment as a control mechanism and explores its link to IJV performance. It identifies daily/personnel issues as a source of conflicts that are associated with the right to appoint the IJV general manager.
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Xiaohua Lin and Jian Guan
The purpose of this study is to investigate how relative power and mutual commitment affect partners’ choice of influence strategies and how national culture may moderate these…
Abstract
Purpose
The purpose of this study is to investigate how relative power and mutual commitment affect partners’ choice of influence strategies and how national culture may moderate these effects in the context of international strategic alliances.
Design/methodology/approach
In two experiments involving US and Chinese managers, respectively, the study looks into situations wherein a party’s power is lower, equal or higher, all relative to the other party, and there is high versus low mutual commitment between the two parties. The effects of relative power and mutual commitment on influence strategies are also compared between US and Chinese managers.
Findings
There is no significant difference between low and equal power with regard to choice of influence strategies. However, moving from a low/equal power to a high-power position, a party’s use of integrative (non-mediated) communications decreased significantly, whereas the use of coercive (mediated) communications increased significantly. The results also show that the effect of relative power is greater when mutual commitment is low than when mutual commitment is high. Finally, there is evidence that the effect of power is stronger for the Americans, whereas the effect of commitment is stronger for the Chinese.
Originality/value
The paper offers a finer account of power relations wherein a party’s power is lower than, equal to or higher than that of the other party and explores the moderating effect role of national culture on the linkages from relative power and relationship commitment to influence strategy use.
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Kamel Mellahi, Mehmet Demirbag, S. Tamer Cavusgil and Wade Danis
Xiaohua Lin and Stephen J. Miller
The focus of the study is on direct and indirect effects of national culture on negotiation behavior in international business. It argues that negotiation approach is conditioned…
Abstract
The focus of the study is on direct and indirect effects of national culture on negotiation behavior in international business. It argues that negotiation approach is conditioned primarily by relational contextual variables, e.g. relationship commitment and relative power, that national culture exerts direct influence on the preferences for negotiation approaches, and that national culture also has indirect influence in the choice of negotiation approaches while interacting with relational contexts. The hypotheses are tested among samples of American and Chinese joint venture managers in China. The study findings, especially those on the interaction between national culture and relational contextual variables, afford important theoretical and managerial implications.
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The purpose of this paper is to develop initial conceptualizations on two types of Chinese multinational corporations (MNCs), that is, state‐ and privated‐owned MNCs, in terms of…
Abstract
Purpose
The purpose of this paper is to develop initial conceptualizations on two types of Chinese multinational corporations (MNCs), that is, state‐ and privated‐owned MNCs, in terms of internationalization motivation, entry strategy, and managerial capabilities.
Design/methodology/approach
This is a conceptual paper. Existing case studies are cited as illustrations.
Findings
Compared to Chinese private MNCs, state MNCs are more likely to be driven by internationalization motives that are not based on economic rationality, to adopt an integrated entry strategy, but less likely to contain dynamic capabilities necessary for competing internationally. In the short run, Chinese private MNCs should outperform their state counterparts, which however does not necessarily translate into better survival rate.
Research limitations/implications
The conceptualizations advanced in this paper should be tested empirically in future studies.
Practical implications
Given the differences between state and private Chinese MNCs, it would be a mistake for Western governments and the private sector to treat all Chinese MNCs as equals. Particularly, the concern about the private Chinese firms should place more emphasis on their capabilities to compete and collaborate as autonomous economic entities.
Originality/value
While much research attention has been given to “Chinese MNCs,” the author makes a distinction between state versus private MNCs from China and compares the two types with regards to internationalization motives, entry strategy, managerial capabilities, and performance potentials.
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This paper aims to discuss inconsistent and often contradictory consumer values and consumption behaviours in contemporary China. The seemingly paradox is explained by the dual…
Abstract
Purpose
This paper aims to discuss inconsistent and often contradictory consumer values and consumption behaviours in contemporary China. The seemingly paradox is explained by the dual structure theory of consumer value system.
Design/methodology/approach
This study provides a comprehensive overview and an in‐depth analysis of Chinese cultural values from a theoretical perspective.
Findings
Although the Chinese value system may appear coherent relative to those of other societies, it contains inconsistent elements that are the seeds of conflict, confusion, and change. Those contradictory values have coexisted and interacted with each other from a historical perspective.
Research limitations/implications
Although the argument raised in this paper has support from prior literature and anecdotal observations, it should undergo further empirical validation.
Practical implications
Given that consumption values vary across different consumer segments, different strategies should be developed for each segment. Those Western businesses who capitalize on these inherent contradictory, heterogeneous value elements will have the advantage over those who do not.
Originality/value
This work challenges the conventional view that the Chinese have preserved homogeneous values, and provides a case in which there is a danger in using the nation‐state as a surrogate for culture and as a unit of analysis.