Showing papers in "Asia Pacific Journal of Management in 2017"
TL;DR: Zhang et al. as discussed by the authors developed a multilevel model examining the relationship between high-performance human resource practices and team creativity, and found that team efficacy mediates the relationship of ability-enhancing practices and knowledge sharing.
Abstract: Drawing on the ability-motivation-opportunity framework, we develop a multilevel model examining the relationship between high-performance human resource practices and team creativity. Based on an input-process-output perspective, we hypothesize that both ability-enhancing human resource practices and motivation-enhancing practices affect team creativity via team efficacy, while motivation-enhancing practices and opportunity-enhancing practices affect team creativity via knowledge sharing. We verify our hypotheses using data collected from 16 Chinese companies involving 80 work teams. The results show that team efficacy mediates the relationship between ability-enhancing practices and team creativity, and knowledge sharing mediates the relationship between motivation-enhancing practices and team creativity. Theoretical and practical implications for human resource management practices and team creativity are discussed.
82 citations
TL;DR: This paper explored how the outward FDI strategies of Chinese auto component multinational corporations (MNCs) are shaped by sub-contracting supply relationships established with developed market MNCs.
Abstract: We explore how the outward FDI strategies of Chinese auto component multinational corporations (MNCs) are shaped by sub-contracting supply relationships established with developed market MNCs We argue the strong presence of foreign MNC business networks developed through prior inward FDI constitutes an important home country effect influencing the outward FDI strategies of emerging market MNCs Using the updated internationalization process model, we show how commitment to business networks is a critical mechanism driving the internationalization trajectories of Chinese auto component MNCs This includes geographic location choices to psychically distant developed markets, strategic asset seeking orientation, pace of internationalization, and entry mode decisions
77 citations
67 citations
TL;DR: Li et al. as mentioned in this paper investigated how the military experience of top executives influences their corporate philanthropy and found that firms run by military top executives significantly donate less than those led by non-military top executives.
Abstract: This study, conducted in the context of China, investigates how the military experience of top executives influences their corporate philanthropy. Using a data set of 12,437 firm-year observations from China’s A-share firms listed on the Shanghai and Shenzhen stock exchanges between 2004 and 2013, we found that firms run by military top executives significantly donate less than those led by non-military top executives. Moreover, the reduction effect of military experience on corporate philanthropy is found to be more pronounced for firms located in regions with less developed markets, especially when firms’ chairmen have military background. This may be because military top executives are reluctant to illegitimately use corporate philanthropy due to a strong sense of ethics gained from their military service experience. These results are robust after adopting the propensity score matching (PSM) method to tackle the potential sample selection bias. Our findings provide a new interpretation of military experience and have important implications for understanding corporate philanthropy in China and in emerging markets in general.
66 citations
TL;DR: In this paper, a simple analytical framework linking institutions and resource munificence in the home country to the domestic business eco-system in an emerging economy, and thereby to strategies of outward investments is presented.
Abstract: Research on multinational enterprises that originate from emerging economies has highlighted the importance of the home country for firms’ strategies of internationalization. In this paper, we outline a simple analytical framework linking institutions and resource munificence in the home country to the domestic business eco-system in an emerging economy, and thereby to strategies of outward investments. Specifically, we argue that businesses interact with each other in their home economy, and these patterns of interactions influence strategies of internationalization as companies not only compete with each other, but share resources, coordinate actions and serve as each other’s role model. Strategies of outward investment thus reflect the competition and collaboration in their home country business eco-system.
64 citations
TL;DR: In this article, the authors comprehensively review the literature related to workplace ostracism in five aspects, and summarize that threat-to-needs as well as affective and cognitive responses play important roles.
Abstract: Ostracism is an important issue in the workplace and studies on this issue are diverse and large. This paper comprehensively reviews the literature related to workplace ostracism in five aspects. First, in discussing why ostracism occurs, it outlines that individuals are ostracized due to their dispositions, ability and skills, behavioral features, and perpetrators’ ostracism motives. Second, in investigating the consequences of ostracism, it outlines that victims would respond with affective and attitudinal, physical, and behavioral tendencies, and these reactions can be either positive or negative. Third, in describing specific mechanisms for ostracism to take effect, it summarizes that threat-to-needs as well as affective and cognitive responses play important roles. Fourth, regarding the mixed findings of ostracism’s impact, it points out that extant inconsistencies lie in individual differences, temporal effects, and situational cues. Last, in recommending future research areas, it suggests several promising directions, particularly the role of culture in shaping victims’ responses to ostracism. We hope this article will be a good foundation for management researchers in Asia Pacific regions to conduct indigenous studies of workplace ostracism relevant to their own contexts.
55 citations
TL;DR: In this article, the authors integrated a social exchange perspective to understand when individuals may or may not share their knowledge, considering personal and relational factors, and suggested that a subordinate's exchange ideology and LMX are significant predictors of knowledge sharing.
Abstract: Given the importance of knowledge sharing, we integrated a social exchange perspective to understand when individuals may or may not share their knowledge. Considering personal and relational factors, we suggest that a subordinate’s exchange ideology and LMX are significant predictors of knowledge sharing. More importantly, we propose that the dynamic interplay between supervisor-subordinate exchange ideologies is critical to determine the level of LMX and knowledge sharing via LMX. Our research highlights the importance of relational and social exchange perspective to understand the quality of LMX and subordinates’ knowledge sharing behaviors. Implications for research and management practices are discussed.
55 citations
TL;DR: Wang et al. as discussed by the authors argue that during institutional transitions, political ties and international experience represent different types of institutional relatedness linking firms, respectively, to political institutions and market institutions.
Abstract: Previous diversification research has largely focused on product relatedness, but ignored institutional relatedness—the degree of informal embeddedness with the dominant institutions that confer resources and legitimacy. We argue that during institutional transitions, political ties and international experience represent different types of institutional relatedness linking firms, respectively, to political institutions and market institutions. Specifically, CEOs’ political ties may help firms access critical resources, sense new market entry opportunities, and gain board support to increase firms’ product diversification. CEOs’ international experience may help firms leverage different market-based capabilities, engage in international competition, and then lead firms to grow on a different path by expanding internationally. We further investigate a crucial contingency factor: the degree of economic freedom. Data from 11,992 firm-year observations based on firms listed on China’s stock exchanges between 2001 and 2011 largely support our predictions.
55 citations
TL;DR: In this paper, the authors examined the effect of family ownership and unabsorbed organizational slack resources on innovation in high-tech firms in Taiwan, and found that firms with higher levels of ownership were shown to have significantly lower internal innovation in terms of RD.
Abstract: This study examines the effect of family ownership and unabsorbed organizational slack resources on innovation in high-tech firms in Taiwan. In a sample of 278 public Taiwanese firms over a period of seven years (2002–2008) representing a total of 1946 observations, firms with higher levels of family ownership were shown to have significantly lower internal innovation in terms of RD a negative relationship between family ownership and royalty payment intensity emerged for firms with low-level unabsorbed slack. Royalty payments and purchases of technology are often associated with lower innovation in firms, and Taiwan high-tech firms with additional slack did focus more on innovation through higher R&D and lower external technology royalty payments.
48 citations
TL;DR: This article investigated imitation in cross-border acquisitions (CBAs) by emerging market multinationals (EMNCs) in terms of the equity share sought in such acquisitions and revealed that state-owned Chinese firms are less likely to imitate in general.
Abstract: This research investigates imitation in cross-border acquisitions (CBAs) by emerging market multinationals (EMNCs) in terms of the equity share sought in such acquisitions. Earlier acquisitions by peer compatriots and by developed-market multinationals (DMNCs) are both models for imitation, but the former are more similar and potentially relevant. Analysis of 608 CBAs by Chinese firms between 1987 and 2008 supports the above argument. Further, it reveals that state-owned Chinese firms are less likely to imitate in general. Both state-owned and privately-owned Chinese acquirers are most likely to imitate privately-owned Chinese acquirers previously invested in the same environment. For state-owned Chinese acquirers, more frequent pursuit of a particular target share by earlier state-owned Chinese acquirers decreases rather than increases the likelihood of a later state-owned Chinese investors buying a similar share.
48 citations
TL;DR: In this article, the authors examined the impact of the share of business groups in an industry on the industry's R&D intensity in the presence of big business groups and found that the effect of business-group share on industry R&DI intensity differs across industries depending on the technological appropriability.
Abstract: This paper examines the impact of the share of business groups in an industry on the industry’s R&D intensity. First, we derive a simple theoretical model of industry R&D intensity in the presence of big business groups. Our model predicts that the effect of business-group share on industry R&D intensity differs across industries depending on the technological appropriability: A positive relationship for industries with low R&D appropriability, while a negative relationship for industries with high R&D appropriability. Based on these predictions, we develop and test our hypothesis using unique data on Korean manufacturing industries. Our results confirm the moderating role of technological appropriability, implying that the inverted-U shape between business-group share and industry R&D intensity frequently observed at the aggregate-sample level reflects the combination of those two opposite relationships.
TL;DR: The authors explored what cross-cultural skills are essential for Chinese expatriate managers working in varied host countries, and how home and host contextual factors play a role in constraining the effective application of cross-culture skills.
Abstract: This study explores what cross-cultural skills are essential for Chinese expatriate managers working in varied host countries, and how home and host contextual factors play a role in constraining the effective application of cross-cultural skills. To build a robust theoretical framework for expatriates’ cross-cultural skills, we integrate social learning theory with a contextual perspective that extends current knowledge of the cross-cultural skill framework. We conducted in-depth interviews with Chinese expatriate managers, foreign colleagues of expatriates, and expatriate supervisors to develop a holistic view on this topic. The findings demonstrate that Chinese expatriate managers working in the Middle East or Africa highly require self-maintenance skills to buffer negative influence of tough local work conditions, while interpersonal and communication skills are more important for those working in Europe or Australia to comprehend culturally different social expectations. Furthermore, Chinese expatriate managers’ home-development interpersonal and communication skills are not readily transferable to foreign contexts, mainly due to host perceptions that value work-life balance and a more equal relationship between leader and subordinates compared to the Chinese working values. This study extends expatriate skill literature by incorporating contextual factors to elaborate contextual influence on skills, and the findings have theoretical and practical significance for expatriate management from emerging market multinationals.
TL;DR: This article investigated the effect of marketized state ownership on emerging market firms' propensity to engage in foreign direct investment and found that firms with marketised state ownership may derive institutional competitive advantages from their dual responsiveness to shifting global market conditions and home government expectations which has a positive impact on their foreign investment decisions.
Abstract: The emergence of marketized shareholders through corporate ownership reform and their impact on the foreign entry of emerging market firms is a critical but understudied issue. Our study investigates the effect of marketized state ownership on emerging market firms’ propensity to engage in foreign direct investment. We argue that firms with marketized state ownership may derive institutional competitive advantages from their dual responsiveness to shifting global market conditions and home government expectations which has a positive impact on their foreign investment decisions. However, such advantages are likely to vary in magnitude for firms with marketized state ownership at central and local levels of government due to different patterns of corporate restructuring. We predict that such ownership effects are contingent on firms’ affiliation to meso-level institutional structures such as state business groups which reallocate resources among members. Using a longitudinal sample of 973 Chinese publicly listed firms, we find empirical support for our arguments. Our research offers new insights on how emerging market multinationals may derive institutional advantages from pro-market reforms for overseas expansion.
TL;DR: In this paper, the authors combine the resources-based view with the institutional perspective to highlight the costs and benefits of business groups' internationalization, rather than business groups affiliated firms' internationalisation, and consider how ownership heterogeneity among business groups influences the internationalization-performance relationship.
Abstract: Business groups, the dominant organizational form in many Asian markets, have expanded their operations into international markets. We combine the resources-based view with the institutional perspective to highlight the costs and benefits of business groups’ internationalization, rather than business groups’ affiliated firms’ internationalization, and consider how ownership heterogeneity among business groups influences the internationalization-performance relationship. Three ownership types—family, domestic financial institution, and foreign corporate—serve as distinguishing characteristics of business groups and potential moderators of this relationship. In a sample of 185 Indian business groups examined over more than a decade (2000–2010), we find that these three ownership types have a differential impact on the internationalization-performance relationship¸ depending on the level of internationalization of the business group. Specifically¸ we find that at lower levels of internationalization, family and foreign corporate ownership has a positive moderating effect whereas domestic financial institutional ownership has a negative moderating effect. Conversely¸ at higher levels of internationalization, family and foreign corporate ownership has a negative moderating effect, while domestic financial institutional ownership positively moderates the internationalization-performance relationship.
TL;DR: The authors investigated the curvilinear relationship between faultlines and team performance from a cross-categorization perspective, and found that the relationship is moderated by a team's climate of psychological safety.
Abstract: Faultlines are inherent to many workgroups, but the literature has not fully explained what faultlines mean for team functioning. In this study, we investigate the curvilinear relationship between faultlines and team performance from a cross-categorization perspective. Analyses of multisource data obtained from 61 workgroups located in China support an inverted U-shaped relationship between faultlines and team performance. Additionally, we find that this curvilinear relationship is moderated by a team’s climate of psychological safety such that the curvilinear relationship is more pronounced among teams with a weaker psychological safety climate. The findings contribute to elaborating the nature of and advancing a contingency view of the relationship between faultlines and team performance. Theoretical implications are discussed along with possible limitations and directions for future research.
TL;DR: In this paper, the authors tested the prescience of John Mathews' linkage-leverage-learning (LLLL) model to explain internationalization by latecomer firms (LFs) set in an evolutionary backdrop.
Abstract: This study tests the prescience of John Mathews’ linkage-leverage-learning (LLL) model to explain internationalization by latecomer firms (LFs)—set in an evolutionary backdrop. The hypothesis harbored in this study is that while LLL explains how LFs initially compete in international markets, it is autonomous learning, independent of LLL that is crucial to internationalization. We used panel data from 1994 to 2012 with 821 observations from 69 firms and performed multiple econometric analyses to test our hypotheses. Our results suggest that autonomous learning rather than resource leverage and learning through linkages with MNCs explain the success of Indian pharmaceutical LFs. LFs progress from being a recipient of knowledge in a global production network to a phase where they can become important contributors in the global innovation network. This study therefore demonstrates that LFs that invest in autonomous learning in addition to reaping advantages through their linkages with global innovators are the ones that are successful in their internationalization process and are able to become dominant players in the global market.
TL;DR: Wang et al. as discussed by the authors showed that a high level of organizational commitment in prosocial employees is predicted by bipartite synergy between employees' prosocial motivations and their supervisors' prosocational motivations, and tripartite synergy among all three.
Abstract: How to enhance prosocial employees’ commitment to their organizations is of both theoretical and practical importance. The present study argues that a high level of organizational commitment in prosocial employees is predicted by bipartite synergy between employees’ prosocial motivations and their supervisors’ prosocial motivations, between employees’ prosocial motivations and their organizations’ prosocial orientations, and tripartite synergy among all three. Polynomial regressions and hierarchical regression analyses are undertaken on data collected from a sample of 216 full-time employees in China. The results show that perceived fit between employees and supervisors’ prosocial motivations (i.e., person-supervisor [PS] fit) is positively related to employees’ organizational commitment (i.e., there is bipartite synergy between employees and supervisors’ prosocial motivations). Perceived corporate social responsibility (CSR) moderates the relationship between employees’ prosocial motivations and their organizational commitment such that when employees’ prosocial motivations and perceived CSR are both high (as opposed to when either or both are low), their organizational commitment is stronger (i.e., there is bipartite synergy between employees’ prosocial motivations and CSR). Furthermore, perceived CSR moderates the relationship between PS fit in relation to prosocial motivations and organizational commitment. Notably, organizational commitment is strongest when there is a strong alignment among employees’ prosocial motivations, supervisors’ prosocial motivations, and CSR (i.e., there is tripartite synergy among employees’ prosocial motivations, supervisors’ prosocial motivations, and CSR). The theoretical contributions and practical implications of this study are discussed.
TL;DR: In this paper, the impact of entrepreneurial orientation on business performance is moderated by the company affiliation with business groups, and the trade-off between inter-firm insurance that enables risk-taking, and inefficient resource allocation is explored.
Abstract: We consider whether the impact of entrepreneurial orientation on business performance is moderated by the company affiliation with business groups. Within business groups, we explore the trade-off between inter-firm insurance that enables risk-taking, and inefficient resource allocation. Risk-taking in group affiliated firms leads to higher performance, compared to independent firms, but the impact of proactivity is attenuated. Utilizing Indian data, we show that risk-taking may undermine rather than improve business performance, but this effect is not present in business groups. Proactivity enhances performance, but less so in business groups. Firms can also enhance performance by technological knowledge acquisition, but these effects are not significantly different for various ownership categories.
TL;DR: Wang et al. as mentioned in this paper investigated behavioral manifestations of ethical leadership in the Chinese context and developed the Chinese Ethical Leadership Scale (CELS), which consists of six important components of Chinese ethical leadership: moral courage, openness to criticism, incorruptibility, reliability, fairness, and role modeling.
Abstract: Although ethical leadership positively relates to a variety of favorable work outcomes across cultural settings, how national/societal culture potentially shapes the behavioral manifestations of ethical leadership remains unclear. In this paper, we investigate behavioral manifestations of ethical leadership in the Chinese context and develop the Chinese Ethical Leadership Scale (CELS). In Study 1, we use an indigenous, qualitative approach to investigate the nature of ethical leadership. Based on the qualitative findings, we develop the CELS, which consists of six important components of Chinese ethical leadership: moral courage, openness to criticism, incorruptibility, reliability, fairness, and role modeling. In Study 2, we empirically show that, after controlling for a Western ethical leadership scale, the six dimensions of Chinese ethical leadership predict various subordinate outcomes, including reporting of wrongdoing, cooperative voice, protection of company resources, conscientiousness, interpersonal harmony, and task performance. Based on our results, we propose a culturally integrated model of ethical leadership that elucidates both ethical and Chinese leadership literatures.
TL;DR: In this paper, a relational perspective is used to develop a moderated mediation model linking dual-level transformational leadership to within-team information elaboration, and middle-way thinking as a culture-specific Chinese thinking style moderates the indirect effects.
Abstract: Transformational leadership studies identify a dual-level model comprising group-focused and individual-focused transformational leadership. In this study, a relational perspective is used to develop a moderated mediation model linking dual-level transformational leadership to within-team information elaboration. Data collected from 100 teams in 32 Chinese high-technology firms reveal that group-focused transformational leadership increases information elaboration, while differentiated individual-focused transformational leadership decreases information elaboration. Team relationship conflict mediates the effects. Furthermore, middle-way thinking as a culture-specific Chinese thinking style moderates the indirect effects. Theoretical and practical implications are discussed.
TL;DR: In this paper, the authors trace the origin and evolution of the fabless model through a mixed-method approach, utilizing historic milestones, events, and financial data of publicly-traded semiconductor firms.
Abstract: How does an institutionally-contested business model originate, survive, and grow? What roles do institutional entrepreneurs play in the different stages of evolution of the business model? In the past four decades, the fabless model (which allows a semiconductor firm to operate without a fabrication unit) has changed the global semiconductor industry with significant impact in the Asian regions In this paper, we trace the origin and evolution of the fabless model through a mixed-method approach, utilizing historic milestones, events, and financial data of publicly-traded semiconductor firms We have applied theories of institutional entrepreneurship and adaptive ecosystem to identify four stages in this history: differentiation, mobilization, legitimization, and symbiosis to conceptualize the fabless model’s co-creation and co-evolution Our findings indicate that actions of institutional entrepreneurs within specific temporal locations and structures played a crucial role in the fabless business model’s origin and co-evolution
TL;DR: Wang et al. as mentioned in this paper examined the inner influencing mechanism and boundary conditions of the association between CEO relationship-focused leadership behaviors and organizational performance and found that CEO relationship focused leadership behaviors have a positive effect on organizational performance.
Abstract: This study examines the inner influencing mechanism and boundary conditions of the association between CEO relationship-focused leadership behaviors and organizational performance. Using data from top managers, HR directors, and operational level employees at 286 companies in seven provinces of China, this paper finds that CEO relationship-focused leadership behaviors have a positive effect on organizational performance. Specifically, CEO relationship-focused leadership behaviors relate directly and positively to firm performance in organically-structured firms and indirectly and positively to firm performance in mechanistically-structured firms via the chain-mediating role of employee relations climate and employees’ attitudes. The findings offer theoretical contributions to the leadership and employee relations climate literature and provide practical value to Chinese enterprises.
TL;DR: In this paper, the authors argue that despite their lack of capabilities vis-a-vis established multinationals, latecomers are not passive observers or recipients, but can be institutional entrepreneurs who are potentially reflexive enough to leverage their institutional linkages to acquire resources and develop learning activities for innovation, transformation and internationalization.
Abstract: Mathews (Asia Pacific Journal of Management, 23(1): 5–27, 2006) argues for the importance of latecomer firms undertaking international expansion through the three pillars of resource linkage, leverage, and learning (LLL). We argue that these pillars can be discussed in terms of an institutional framework that explains how institutions shape resource access and economic actions. Despite their lack of capabilities vis-a-vis established multinationals, latecomers are not passive observers or recipients, but can be institutional entrepreneurs who are potentially reflexive enough to leverage their institutional linkages to acquire resources and develop learning activities for innovation, transformation, and internationalization. To illustrate our idea, we study the Taiwan-based dragon multinational, Acer, from 1976 to 2014. Three institutional blocks that underlie Acer’s engagement with institutional linkage, leverage, and learning are emphasized: the cultural system built around the norms of the Chinese family business; the political system defined by the distinct pattern of state-business relations in Taiwan; and a technological system constructed by multiple global players in the computer industry.
TL;DR: In this paper, the authors found a curvilinear relationship between internal social capital and innovation in Chinese manufacturing and found that this relationship is strengthened by the extent to which employees share in the vision expressed by leaders.
Abstract: Researchers often focus on the positive implications of social capital, not recognizing that it may put the organizations at a competitive disadvantage if it limits access to other resources or discourages action. Based on findings from a large sample of Chinese manufacturers, the current study provides a more complete picture of the extent to which and under what conditions internal social capital fosters innovation and when it breaks down to limit performance. Results suggest a curvilinear relationship between internal social capital and innovation. Results also indicate that this curvilinear effect is strengthened by the extent to which employees share in the vision expressed by leaders. A moderation effect was also found with the extent to which there is alignment between the organization’s strategy and its human resource management (HRM). Innovation was greatest when both social capital and alignment were at moderate levels; a finding that suggests the HR department’s involvement in strategic planning, while necessary, may undermine the strategic flexibility needed for innovation when alignment is too great.
TL;DR: Li et al. as mentioned in this paper investigated whether and how corporate giving is affected by a firm's perceived degree of environmental uncertainty in the context of a transition economy and found that both regulatory uncertainty and market uncertainty motivate firms to conduct corporate giving.
Abstract: This paper investigates whether and how corporate giving is affected by a firm’s perceived degree of environmental uncertainty in the context of a transition economy. Evidence from a nationwide survey of private firms across China suggests that both regulatory uncertainty and market uncertainty in a transition economy motivate firms to conduct corporate giving. Further, a firm’s political ties and financial performance alleviate its response to environment pressures. Specifically, both political ties and financial performance reduce the impact of regulatory uncertainty on both giving probability and amount, but neither affects market uncertainty’s impact. This study illustrates the role of environmental uncertainty in driving corporate social behavior among Chinese private firms, and provides valuable insights for corporate giving in other transition economies.
TL;DR: In this article, the authors argue that it is time to incorporate intra-national (or sub-national) differences in international business research endeavors in their research endeavors, and they highlight the importance to account for subnational institutional variance (Chabowski, Hult, Kiyak, & Mena, 2009).
Abstract: Almost by definition, international business (IB) research uses the nation-state (or country) as a fundamental building block. From its very beginning, this research has used the country as the basic level of analysis. Since the 1980s, the popularity of Geert Hofstede’s work, which explicitly adopts the nation-state as a unit of analysis, has consolidated the dominance of this approach. As scholars look for new research directions to enhance the sophistication and reach of IB research, we argue that it is time to incorporate intra-national (or sub-national) differences in our research endeavors. Recent IB research on sizable emerging economies has highlighted the importance to account for sub-national institutional variance (Chabowski, Hult, Kiyak, & Mena, 2009). Beyond emerging economies, significant intra-national differences (or within-country diversity) in developed economies are also found to be significant drivers of IB behavior (Dow, Cuypers, & Ertug, 2016; Monaghan, Gunnigle, & Lavelle, 2014). It seems that we are witnessing the beginning of a new era of IB research, with a growing interest in intra-national differences.
TL;DR: In this paper, the authors extended Mathews' Linkage-Leverage Learning (LLL) model to an extended framework of inward linkages-outward linkage-leverage learning (IOL3) to better analyze what makes dragon multinationals' international expansion unique.
Abstract: In the past decade, there has been a large number of studies on how firms from the fast developing Asia-Pacific region initiate and manage their international business expansions, leading to an emerging area of research which could be labeled as dragon multinationals research. To illustrate how we can move dragon multinationals research forward, in this editorial we first expand John Mathews’ linkage-leverage-learning (LLL) model to an extended framework of inward linkages-outward linkages-leverage-learning (IOL3) framework that aims to help us better analyze what makes dragon multinationals’ international expansion unique. We then introduce the papers selected for this Special Issue and highlight their contributions in line with our proposed new analytical framework. Finally, we use the framework to explore opportunities and directions for future research on dragon multinationals.
TL;DR: Based on Confucian thought, the authors theorizes a new form of hierarchical approach to leadership in Chinese culture, termed as directive-achieving leadership, which reflects the contrast of hierarchical control with a training and achieving focus.
Abstract: Based on Confucian thought, this research theorizes a new form of hierarchical approach to leadership in Chinese culture. This leadership concept, termed as directive-achieving leadership, reflects the Confucian juxtaposition of hierarchical control with a training and achieving focus. Study 1 developed a measure for this leadership style and found evidence of its construct validity. In Study 2, we collected three-wave, multi-source data from 208 employees and their immediate supervisors working in a large state-owned group corporation located in China. This study examined how directive-achieving leadership affects subordinate job performance, in comparison with authoritarian leadership. Our findings revealed that directive-achieving leadership had a positive mediated relationship with subordinate job performance through role clarity and cognition-based trust. By contrast, authoritarian leadership showed no effect on the role clarity, trust, or job performance of subordinates. We discuss the implications of the hierarchical approach to leadership in the Chinese context and provide directions for future research.
TL;DR: In this article, a sample of offshore service providers (OSPs) from India was analyzed by drawing from the collaborative value creation theoretical perspective and resource "linking and leveraging" concepts.
Abstract: How do knowledge-intensive and technology-based service providers from emerging economies sustain their innovation to grow rapidly and become dominant global players in their fields? We explain this recent phenomenon for a sample of offshore service providers (OSPs) from India by drawing from the collaborative value creation theoretical perspective and Mathews’ (Asia Pacific Journal of Management, 23(1):5–27, 2006a) resource “linking and leveraging” concepts. This paper shows that OSPs from India develop high quality relationships to enable them access and exploit network resources in delivering customized and innovative services to clients globally. The findings of this research provide further evidence that Mathews’ (Asia Pacific Journal of Management, 23(1):5–27, 2006a) internationalization framework of emerging economy multinational enterprises can be generalized to service providers.
TL;DR: In this paper, the authors use new venture creation in Indian family firms to explore the family firm as an inter-institutional system, and show that the interaction between firm and family institutional logics generates four sub-logics: economic, expertise, reputation and attachment.
Abstract: In this paper we use new venture creation in Indian family firms to explore the family firm as an inter-institutional system. We argue that in societies where the traditional family dominates social and economic life, the relationship between the two institutions, the firm and the family, is managed via inter-institutional logics. These inter-institutional logics help reconcile the tensions that often arise in the family firms during strategic decision making. We use archival and interview data on 36 new ventures in eight Indian family firms to identify these logics. Our analysis shows that the interaction between firm and family institutional logics in Indian family firms generates four sub-logics: economic, expertise, reputation and attachment. These four logics are used to frame and screen new venture opportunities and justify resource allocation.