Tian Wei

Bio: Tian Wei is an academic researcher from Fudan University. The author has contributed to research in topics: Business & Organizational effectiveness. The author has an hindex of 5, co-authored 7 publications receiving 119 citations.

Untangling the integration–performance link: levels of integration and functional integration strategies in post‐acquisition integration

Abstract: The integration–performance link created during post‐acquisition integration has defied satisfactory theoretical explanation. To address this gap, we conduct a functional analysis to explore the intermediating mechanisms between the level of integration—which represents the extent of the target firm’s integration with the acquirer—and acquisition performance. We use six in‐depth acquisition case studies in the medical technology industry to develop an integrated model with which to untangle the integration–performance link. First, our model connects the level of integration to specific functional integration strategies, which refer to the approaches acquirers employ to manage functional resources. Second, we identify value creation and value leakage as the two routes through which functional integration strategies impact acquisition performance. Finally, we propose two qualitative measures of acquisition performance: value gap and time delay. Our study suggests that a functional analysis of the integration–performance link may help resolve long‐standing conflicts within the literature.

Overcoming the Liability of Foreignness in Internationalization in Emerging Economies: Lessons from Acquiring a Chinese Firm

Abstract: How foreign investors overcome the liability of foreignness has long been a topic for discussion in the study of inter nationalization. Whether MNCs rely on exploration or exploitation, especially in emerging economies, has not been adequately understood. Drawing on the theory of ownership advantage and local responsiveness, this study addresses the controversy in the literature by investigating the approaches to, and processes of, overcoming the liability of foreignness from a processual analysis. It reports on a case study of an American company's acquisition of a private Chinese firm. It concludes that exploration and exploitation are not merely simultaneous. Rather, these strategies are able to assimilate and deploy different categories of resources in order to build the basis for the exploitation of localization-based resources in the later stage of integration. The findings of this study are not limited to emerging context but can be extended to any circumstance in which information deprivation exists. © 2014 Wiley Periodicals, Inc.

Effect of Organizational Identity Change on Integration Approaches in Acquisitions: Role of Organizational Dominance

Abstract: The main focus of this study is the role that organizational dominance in organizational identity change plays in shaping integration approaches in acquisitions. Using four in‐depth case studies, this study categorizes the organizational identity change process into three stages: forms of resistance; conformation of new organizational identity; and integration approaches. The authors first identify two distinct roles of organizational dominance in organizational identity change after acquisition: multilevel resistance and power struggles, which are the prerequisites for developing integration approaches, according to the social identity theory. Second, they further investigate the conformation of new organizational identity with each of these two roles. They conclude that target firms completely lose their organizational identity when there is high organizational dominance after the acquisition. Conversely, target firms work with acquirers in developing integration approaches, and the power winner dominates the integration when there is low organizational dominance. Third, this study contributes to the understanding of integration approaches by connecting three specific integration approaches to the changed organizational identity. The study contributes to the literature on both organizational identity change and acquisition.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

Relative absorptive capacity and interorganizational learning

Abstract: Much of the prior research on interorganizational learning has focused on the role of absorptive capacity, a firm's ability to value, assimilate, and utilize new external knowledge. However, this definition of the construct suggests that a firm has an equal capacity to learn from all other organizations. We reconceptualize the firm-level construct absorptive capacity as a learning dyad-level construct, relative absorptive capacity. One firm's ability to learn from another firm is argued to depend on the similarity of both firms' (1) knowledge bases, (2) organizational structures and compensation policies, and (3) dominant logics. We then test the model using a sample of pharmaceutical–biotechnology R&D alliances. As predicted, the similarity of the partners' basic knowledge, lower management formalization, research centralization, compensation practices, and research communities were positively related to interorganizational learning. The relative absorptive capacity measures are also shown to have greater explanatory power than the established measure of absorptive capacity, R&D spending. © 1998 John Wiley & Sons, Ltd.

A retrospective and agenda for future research on Chinese outward foreign direct investment

Abstract: Our original 2007 Journal of International Business Studies article, “The determinants of Chinese Outward Foreign Direct Investment”, was the first theoretically based empirical analysis of the phenomenon. It utilised internalisation theory to explain the internationalisation of Chinese state-owned enterprises. This paper showed that we had failed to ask sufficiently challenging questions about the effects of home country institutions on outward foreign direct investment (OFDI). This Retrospective builds on the extensive subsequent research to show the importance of context in constructing satisfactory theoretical explanations of OFDI. Building on these foundations, we propose research challenges for the next decade on Chinese OFDI that transcend the Chinese context and have wider theoretical applicability. Examining alternative forms of social and economic organisation allows the creation of special theories of foreign direct investment nested within the general theory. Following such a strategy would enable International Business research to make a contribution across the social sciences.

The structural reshaping of globalization: Implications for strategic sectors, profiting from innovation, and the multinational enterprise

Abstract: The rapid reshaping of the global economic order requires fundamental shifts in international business scholarship and management practice. New forms of protectionist policies, new types of internationalization motives, and new tools of techno-nationalism may lead to what we call “bifurcated governance” at the macro-level and “value chain decoupling” at the micro-level. As a result, innovation networks will require novel reconfigurations. We examine the emerging constraints on multinational enterprises, imposed by a bifurcated world order. We also discuss how the dynamic capabilities framework can guide scholars and managers alike to achieve new forms of evolutionary fitness.

Manifestations of Higher-Order Routines: The Underlying Mechanisms of Deliberate Learning in the Context of Postacquisition Integration

Abstract: Building on the codification and dynamic capabilities literatures, we pursue deeper insight into the underlying mechanisms of deliberate learning in the context of postacquisition integration. We argue that experience codification gives rise to inertial forces that hamper the customization of routines to any given acquisition. We theorize, therefore, that successful acquirers develop higher-order routines-as manifested in two complementary sets of concrete organizational practices-that prevent the generalization of inapplicable ('zero-order') codified routines. After drawing on in-depth qualitative data to help build our theoretical argument, we test it formally with unique survey data on 85 active acquirers.