Pub Date : 2022-09-15DOI: 10.1108/cms-10-2021-0445
Shumei Chen, Jia Xu
Purpose This paper aims to theoretically and empirically demonstrate the role played by business continuity management (BCM) to address risks such as trade conflicts and natural disasters. This paper also answers whether compliance with international standards such as the International Organization for Standardization (ISO) 22301 is adequate. Design/methodology/approach A case study of Chinese telecommunications giant Huawei is conducted to examine how a robust end-to-end BCM system has been established in two decades and in what way it has helped Huawei to efficiently maintain growth under pressure, such as being added to the “Entity List” and the pandemic. Findings Huawei case contributes to BCM theory in its approach to establishing the BCM system and its well-established BCM model. Huawei establishes and continually improves its BCM system by applying the Plan (establish), Do (implement and operate), Check (monitor and review) and Act (maintain and improve) cycle. Characterized as 4Ps: BCM policy, BCM process, incident management plan and business continuity plan, Huawei BCM system is shaped into a loop with end-to-end BCM process, covering all steps along its value chain – from suppliers and partners to Huawei itself and then on to its customers – with key initiatives for all domains such as R&D, procurement, manufacturing, logistics and global technical services. In practice, implementing international standards such as ISO 22301 enables Huawei to develop business continuity but not enough. Optimizing the BCM system is an ongoing effort, and BCM maturity is ever present: continually improving Huawei’s own BCM system and benchmarking against best practices available worldwide. Research limitations/implications Apart from the case study, other methods such as counter-factual analysis can be used to further test whether Huawei’s BCM system is cost-effective. Another direction for future study is whether suggested BCM maturity levels should be supplemented into ISO 22301. In the digital age, how to use digitalization to ensure business continuity is a current issue not just for practitioners such as Huawei but also for researchers worldwide. Practical implications In practice, implementing international standards such as ISO 22301 enables Huawei to develop business continuity but not enough. Optimizing the BCM system is an ongoing effort, and BCM maturity is ever present: continually improving Huawei’s own BCM system and benchmarking against best practices available worldwide. Originality/value To the best of the authors’ knowledge, this is one of the first studies to focus on how an organization continually improves the suitability, adequacy and effectiveness of its BCM system, with special attention to standards compliance.
{"title":"COVID-19, business continuity management and standardization: case study of Huawei","authors":"Shumei Chen, Jia Xu","doi":"10.1108/cms-10-2021-0445","DOIUrl":"https://doi.org/10.1108/cms-10-2021-0445","url":null,"abstract":"\u0000Purpose\u0000This paper aims to theoretically and empirically demonstrate the role played by business continuity management (BCM) to address risks such as trade conflicts and natural disasters. This paper also answers whether compliance with international standards such as the International Organization for Standardization (ISO) 22301 is adequate.\u0000\u0000\u0000Design/methodology/approach\u0000A case study of Chinese telecommunications giant Huawei is conducted to examine how a robust end-to-end BCM system has been established in two decades and in what way it has helped Huawei to efficiently maintain growth under pressure, such as being added to the “Entity List” and the pandemic.\u0000\u0000\u0000Findings\u0000Huawei case contributes to BCM theory in its approach to establishing the BCM system and its well-established BCM model. Huawei establishes and continually improves its BCM system by applying the Plan (establish), Do (implement and operate), Check (monitor and review) and Act (maintain and improve) cycle. Characterized as 4Ps: BCM policy, BCM process, incident management plan and business continuity plan, Huawei BCM system is shaped into a loop with end-to-end BCM process, covering all steps along its value chain – from suppliers and partners to Huawei itself and then on to its customers – with key initiatives for all domains such as R&D, procurement, manufacturing, logistics and global technical services. In practice, implementing international standards such as ISO 22301 enables Huawei to develop business continuity but not enough. Optimizing the BCM system is an ongoing effort, and BCM maturity is ever present: continually improving Huawei’s own BCM system and benchmarking against best practices available worldwide.\u0000\u0000\u0000Research limitations/implications\u0000Apart from the case study, other methods such as counter-factual analysis can be used to further test whether Huawei’s BCM system is cost-effective. Another direction for future study is whether suggested BCM maturity levels should be supplemented into ISO 22301. In the digital age, how to use digitalization to ensure business continuity is a current issue not just for practitioners such as Huawei but also for researchers worldwide.\u0000\u0000\u0000Practical implications\u0000In practice, implementing international standards such as ISO 22301 enables Huawei to develop business continuity but not enough. Optimizing the BCM system is an ongoing effort, and BCM maturity is ever present: continually improving Huawei’s own BCM system and benchmarking against best practices available worldwide.\u0000\u0000\u0000Originality/value\u0000To the best of the authors’ knowledge, this is one of the first studies to focus on how an organization continually improves the suitability, adequacy and effectiveness of its BCM system, with special attention to standards compliance.\u0000","PeriodicalId":51675,"journal":{"name":"Chinese Management Studies","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41793099","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-14DOI: 10.1108/cms-11-2021-0503
Dongmei Hu, Yang Peng, T. Fang, Charles Chen
Purpose The purpose of this study is to examine the effects of executives’ overseas education and work experience on enterprise digital as executives’ overseas background is critical to the development of enterprises. It also explored the mediating role of enterprise digital transformation on the relationship between executives’ overseas background and enterprise growth. Design/methodology/approach Chinese A-share companies listed on the Shanghai and Shenzhen Stock Exchanges for the period 2018–2020 were analyzed using regression analysis and bootstrapping to verify hypothesized relationships. Findings Executives’ overseas study and work experience both enhanced enterprise digital transformation significantly, thus improving enterprise growth. The level of employee education moderated the mediating role proposed in the theoretical model. Moreover, the promoting effect of executives’ overseas background on enterprise digital transformation was more significant for non-state-owned enterprises and those in eastern China. Practical implications The findings provide reference for the formulation and optimization of companies’ human resource structure and have implications on the improvement of enterprise digital transformation and enterprise growth. Originality/value This study explored the factors influencing enterprise digital transformation at the microlevel of corporate human capital, thereby providing microlevel empirical evidence for research on the factors influencing enterprise digital transformation. Its findings shed light on the mechanism and context under which executives with overseas backgrounds may enhance enterprise digital transformation and growth.
{"title":"The effects of executives’ overseas background on enterprise digital transformation: evidence from China","authors":"Dongmei Hu, Yang Peng, T. Fang, Charles Chen","doi":"10.1108/cms-11-2021-0503","DOIUrl":"https://doi.org/10.1108/cms-11-2021-0503","url":null,"abstract":"Purpose\u0000The purpose of this study is to examine the effects of executives’ overseas education and work experience on enterprise digital as executives’ overseas background is critical to the development of enterprises. It also explored the mediating role of enterprise digital transformation on the relationship between executives’ overseas background and enterprise growth.\u0000\u0000\u0000Design/methodology/approach\u0000Chinese A-share companies listed on the Shanghai and Shenzhen Stock Exchanges for the period 2018–2020 were analyzed using regression analysis and bootstrapping to verify hypothesized relationships.\u0000\u0000\u0000Findings\u0000Executives’ overseas study and work experience both enhanced enterprise digital transformation significantly, thus improving enterprise growth. The level of employee education moderated the mediating role proposed in the theoretical model. Moreover, the promoting effect of executives’ overseas background on enterprise digital transformation was more significant for non-state-owned enterprises and those in eastern China.\u0000\u0000\u0000Practical implications\u0000The findings provide reference for the formulation and optimization of companies’ human resource structure and have implications on the improvement of enterprise digital transformation and enterprise growth.\u0000\u0000\u0000Originality/value\u0000This study explored the factors influencing enterprise digital transformation at the microlevel of corporate human capital, thereby providing microlevel empirical evidence for research on the factors influencing enterprise digital transformation. Its findings shed light on the mechanism and context under which executives with overseas backgrounds may enhance enterprise digital transformation and growth.","PeriodicalId":51675,"journal":{"name":"Chinese Management Studies","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41539052","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-13DOI: 10.1108/cms-12-2021-0526
Yanan Yang
Purpose This paper aims to examine how Chinese multinational enterprises’ (CMNEs) autonomy-style post-merger integration (PMI) modes of managing developed-market targets evolve into actual-form integration through the lens of ambidexterity. Design/methodology/approach This study adopts multi-case comparisons with content analysis. A data set was collected from 37 conversations by in-depth interviewing 29 respondents regarding four cases of Chinese acquisitions in the German market. Findings This study develops a three-stage framework that theorised CMNEs’ autonomy PMIs’ evolution to actual-form integration over time and the effect on acquisition value based on structural, temporal and contextual ambidexterity manifestations. The findings divide the evolutionary trajectory into two sub-trajectories, from great autonomy to autonomy-integration balanced or full integration, to illuminate the effect of different degrees of actual-form integration on value creation or value destruction. Originality/value The existing literature on CMNEs’ PMI discovered that CMNEs frequently grant ample autonomy when managing targets acquired from developed markets. However, long-term acquisition benefit is dependent on combining autonomy and actual-form integration; insights into how this can be accomplished are limited. The research is unique in that it reveals the evolutions of CMNEs’ PMIs on developed-market targets, from autonomy to actual-form integration through the lens of ambidexterity.
{"title":"Chinese multinationals post-merger integration evolutions in developed markets from autonomy to actual-form integration: a lens of ambidexterity","authors":"Yanan Yang","doi":"10.1108/cms-12-2021-0526","DOIUrl":"https://doi.org/10.1108/cms-12-2021-0526","url":null,"abstract":"\u0000Purpose\u0000This paper aims to examine how Chinese multinational enterprises’ (CMNEs) autonomy-style post-merger integration (PMI) modes of managing developed-market targets evolve into actual-form integration through the lens of ambidexterity.\u0000\u0000\u0000Design/methodology/approach\u0000This study adopts multi-case comparisons with content analysis. A data set was collected from 37 conversations by in-depth interviewing 29 respondents regarding four cases of Chinese acquisitions in the German market.\u0000\u0000\u0000Findings\u0000This study develops a three-stage framework that theorised CMNEs’ autonomy PMIs’ evolution to actual-form integration over time and the effect on acquisition value based on structural, temporal and contextual ambidexterity manifestations. The findings divide the evolutionary trajectory into two sub-trajectories, from great autonomy to autonomy-integration balanced or full integration, to illuminate the effect of different degrees of actual-form integration on value creation or value destruction.\u0000\u0000\u0000Originality/value\u0000The existing literature on CMNEs’ PMI discovered that CMNEs frequently grant ample autonomy when managing targets acquired from developed markets. However, long-term acquisition benefit is dependent on combining autonomy and actual-form integration; insights into how this can be accomplished are limited. The research is unique in that it reveals the evolutions of CMNEs’ PMIs on developed-market targets, from autonomy to actual-form integration through the lens of ambidexterity.\u0000","PeriodicalId":51675,"journal":{"name":"Chinese Management Studies","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43035544","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-08DOI: 10.1108/cms-03-2022-0096
Lixia Wang, Xin Zhang, Beibei Yan, Vigdis W. Boasson
Purpose This paper aims to examine the internal logical relationship between two intergenerational inheritance ways of passing property rights and residual control rights (RCR) and to construct a conceptual model comprising transfer elements, paths and timing of succession in this process. Design/methodology/approach Driven by the cases of Haixin, Tianyijiao and Changhe Group, this paper applies research methods of copying and expanding analysis logic, progressive deduction, content analysis and comparative research based on the perspective of HeXie theory to explore the deep interrelation of transfer elements, paths and timing during family business succession. Findings The findings present that the content of intergenerational inheritance of a family firm is the inheritance of property rights and RCR. First, the inheritance of property rights is a static inheritance of time-point delivery, whereas the inheritance of RCR is a dynamic inheritance process for a period of time. Second, the inheritance of property rights and RCR are not independent; only a “HeXie” succession of both rights can realize a successful inheritance of family firms. Originality/value This paper constructs the paths and timing model of intergenerational inheritance of property rights and RCR in family firms. This paper integrates the current literature studies on the family inheritance of property rights and RCR and explains their internal mechanisms. This paper also provides a theoretical foundation and empirical evidence for family business transitions in the business world.
{"title":"Timing, paths and contents of the intergenerational inheritance of family firm from the perspective of HeXie theory","authors":"Lixia Wang, Xin Zhang, Beibei Yan, Vigdis W. Boasson","doi":"10.1108/cms-03-2022-0096","DOIUrl":"https://doi.org/10.1108/cms-03-2022-0096","url":null,"abstract":"\u0000Purpose\u0000This paper aims to examine the internal logical relationship between two intergenerational inheritance ways of passing property rights and residual control rights (RCR) and to construct a conceptual model comprising transfer elements, paths and timing of succession in this process.\u0000\u0000\u0000Design/methodology/approach\u0000Driven by the cases of Haixin, Tianyijiao and Changhe Group, this paper applies research methods of copying and expanding analysis logic, progressive deduction, content analysis and comparative research based on the perspective of HeXie theory to explore the deep interrelation of transfer elements, paths and timing during family business succession.\u0000\u0000\u0000Findings\u0000The findings present that the content of intergenerational inheritance of a family firm is the inheritance of property rights and RCR. First, the inheritance of property rights is a static inheritance of time-point delivery, whereas the inheritance of RCR is a dynamic inheritance process for a period of time. Second, the inheritance of property rights and RCR are not independent; only a “HeXie” succession of both rights can realize a successful inheritance of family firms.\u0000\u0000\u0000Originality/value\u0000This paper constructs the paths and timing model of intergenerational inheritance of property rights and RCR in family firms. This paper integrates the current literature studies on the family inheritance of property rights and RCR and explains their internal mechanisms. This paper also provides a theoretical foundation and empirical evidence for family business transitions in the business world.\u0000","PeriodicalId":51675,"journal":{"name":"Chinese Management Studies","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42688638","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-15DOI: 10.1108/cms-10-2020-0447
Yaru Yang, Xiaowei Han, Xin Wang, Jing Yu
Purpose Based on the principal–agent and stakeholder theories, this study aims to put forward an intermediary model to verify the intermediary role of corporate social responsibility (CSR) in executive equity incentives and corporate innovation performance to improve corporate innovation performance. Design/methodology/approach The 2012–2018 A-share listed companies’ disclosure of executive equity incentives data was used as the research sample. This study used CSR as an intermediary to explore the relationship between executive equity incentives and corporate innovation performance. A verification analysis was carried out. Findings The research results show that: a positive correlation exists between executive equity incentives and corporate innovation performance, and executives’ reasonable equity incentives can promote the growth of corporate innovation performance. A positive correlation exists between executive equity incentives and CSR. Implementing equity incentives for executives can stimulate their motivation to assume CSR. A positive correlation exists between CSR and corporate innovation performance. The more a company fulfills its social responsibility, the more it can promote the improvement of corporate innovation performance. CSR plays a mediating role between executive equity incentives and corporate innovation performance. CSR promotes executive equity incentives’ impact on corporate innovation performance and exerts a “complete mediating effect” between the two. Research limitations/implications The number of samples and the time span of samples can be expanded in the future. This research has tested the mediating effect of CSR, but other mediating variables may play a role in the process of executive equity incentives in promoting corporate innovation performance. Further research should be conducted to explore the mediating effect of financing constraints and media attention on corporate innovation performance. This study only verifies the influence of equity incentives on CSR and innovation performance of senior executives. In the future, other incentive methods should be explored, such as salary incentives. Practical implications Foreign research on equity incentives has matured, but the experience of foreign countries cannot necessarily produce the expected effect in China. More than ten years have passed since the China A-share market began implementing equity incentives on December 31, 2005. As of December 31, 2017, about one-third of enterprises in the high-tech industry that had introduced equity incentives had stopped implementing the policy. Data from 2012 to 2018 were selected to analyze the relationship between executive equity incentives, CSR and corporate innovation performance to explore the influence mechanism of equity incentives. This study provides a comprehensive theoretical framework to examine the interaction among executive equity incentives, CSR and corporate innovation performance. Because most
同时，企业积极履行企业社会责任，实现企业稳定健康发展具有重要的参考价值。
{"title":"Research on executive equity incentives and corporate innovation performance: the role of corporate social responsibility","authors":"Yaru Yang, Xiaowei Han, Xin Wang, Jing Yu","doi":"10.1108/cms-10-2020-0447","DOIUrl":"https://doi.org/10.1108/cms-10-2020-0447","url":null,"abstract":"\u0000Purpose\u0000Based on the principal–agent and stakeholder theories, this study aims to put forward an intermediary model to verify the intermediary role of corporate social responsibility (CSR) in executive equity incentives and corporate innovation performance to improve corporate innovation performance.\u0000\u0000\u0000Design/methodology/approach\u0000The 2012–2018 A-share listed companies’ disclosure of executive equity incentives data was used as the research sample. This study used CSR as an intermediary to explore the relationship between executive equity incentives and corporate innovation performance. A verification analysis was carried out.\u0000\u0000\u0000Findings\u0000The research results show that: a positive correlation exists between executive equity incentives and corporate innovation performance, and executives’ reasonable equity incentives can promote the growth of corporate innovation performance. A positive correlation exists between executive equity incentives and CSR. Implementing equity incentives for executives can stimulate their motivation to assume CSR. A positive correlation exists between CSR and corporate innovation performance. The more a company fulfills its social responsibility, the more it can promote the improvement of corporate innovation performance. CSR plays a mediating role between executive equity incentives and corporate innovation performance. CSR promotes executive equity incentives’ impact on corporate innovation performance and exerts a “complete mediating effect” between the two.\u0000\u0000\u0000Research limitations/implications\u0000The number of samples and the time span of samples can be expanded in the future. This research has tested the mediating effect of CSR, but other mediating variables may play a role in the process of executive equity incentives in promoting corporate innovation performance. Further research should be conducted to explore the mediating effect of financing constraints and media attention on corporate innovation performance. This study only verifies the influence of equity incentives on CSR and innovation performance of senior executives. In the future, other incentive methods should be explored, such as salary incentives.\u0000\u0000\u0000Practical implications\u0000Foreign research on equity incentives has matured, but the experience of foreign countries cannot necessarily produce the expected effect in China. More than ten years have passed since the China A-share market began implementing equity incentives on December 31, 2005. As of December 31, 2017, about one-third of enterprises in the high-tech industry that had introduced equity incentives had stopped implementing the policy. Data from 2012 to 2018 were selected to analyze the relationship between executive equity incentives, CSR and corporate innovation performance to explore the influence mechanism of equity incentives. This study provides a comprehensive theoretical framework to examine the interaction among executive equity incentives, CSR and corporate innovation performance. Because most","PeriodicalId":51675,"journal":{"name":"Chinese Management Studies","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47530454","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-11DOI: 10.1108/cms-05-2022-0160
Shaohui Gao, Yiming He
Purpose This paper aims to take a step in this direction and use the high dimensional fixed effects and quantile regression discontinuity design to test the managerial Coase theorem, which provides an institutional perspective for us to gauge the impact of private property rights on firm performance and the effect of management costs on intermediate inputs. Design/methodology/approach This study first uses high dimensional regression discontinuity designs to examine the impact of privatization on firm performance in China between 1998 and 2013. Findings Results indicate that privatization effects increase average outputs of the firm by around 10% given lower management costs, and management costs increase intermediate inputs by more than 50% points. Using data from annual surveys to test managerial Coase theorem, the authors show that management costs negatively affect the marginal effect of privatization on the average outputs of the firm. The positive impact on the investment in intermediate goods and services is larger in magnitude under higher management costs. Originality/value The authors develop the managerial Coase theorem. Today, given lower management costs, private property rights provide an incentive structure for a firm to maximize the value of the assets and expand the boundaries.
{"title":"Managerial Coase theorem: evidence from China","authors":"Shaohui Gao, Yiming He","doi":"10.1108/cms-05-2022-0160","DOIUrl":"https://doi.org/10.1108/cms-05-2022-0160","url":null,"abstract":"\u0000Purpose\u0000This paper aims to take a step in this direction and use the high dimensional fixed effects and quantile regression discontinuity design to test the managerial Coase theorem, which provides an institutional perspective for us to gauge the impact of private property rights on firm performance and the effect of management costs on intermediate inputs.\u0000\u0000\u0000Design/methodology/approach\u0000This study first uses high dimensional regression discontinuity designs to examine the impact of privatization on firm performance in China between 1998 and 2013.\u0000\u0000\u0000Findings\u0000Results indicate that privatization effects increase average outputs of the firm by around 10% given lower management costs, and management costs increase intermediate inputs by more than 50% points. Using data from annual surveys to test managerial Coase theorem, the authors show that management costs negatively affect the marginal effect of privatization on the average outputs of the firm. The positive impact on the investment in intermediate goods and services is larger in magnitude under higher management costs.\u0000\u0000\u0000Originality/value\u0000The authors develop the managerial Coase theorem. Today, given lower management costs, private property rights provide an incentive structure for a firm to maximize the value of the assets and expand the boundaries.\u0000","PeriodicalId":51675,"journal":{"name":"Chinese Management Studies","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48865642","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-09DOI: 10.1108/cms-11-2021-0493
Xinfeng Ye, Shaohan Cai, Xin-chun Li, Zhining Wang
Purpose The purpose of this paper is to argue that green hope (GH) and green organizational identification (GOI) play critical roles in transforming top management green commitment (TMGC) into desired employees task-related green behavior (TRGB) and voluntary workplace green behavior (VWGB) based on positive psychology. Design/methodology/approach The authors test the multilevel moderated mediation model by analyzing data collected from 491 hospitality employees and their direct supervisors in 103 teams. At Time 1, the authors conducted a survey of 905 team members to provide demographic information and evaluate TMGC, as well as their own GOI. At Time 2, the authors sent a follow-up questionnaire to employees who participated Time 1, asking them to evaluate their GH in the workplace. At Time 3, the authors sent questionnaires to the leaders of the respondents of T2 survey and invited them to evaluate TRGB and VWGB in the workplace. Findings The results show that TMGC facilitates two types of employees’ behaviors toward both TRGB and VWGB by enhancing hospitality employees’ GH. As a team-level variable, GOI has a positive moderating effect on the association between TMGC and GH. The authors discuss the theoretical implications as well as practical implications for managers seeking to promote sustainability in their hospitality industry. Originality/value This is one of the first empirical studies to investigate the mediating effects of a positive psychology variable, namely, GH – and the moderating effects of GOI on the relationship between TMGC and employee green behavior (EGB).
{"title":"How and when top management green commitment facilitates employees green behavior: a multilevel moderated mediation model","authors":"Xinfeng Ye, Shaohan Cai, Xin-chun Li, Zhining Wang","doi":"10.1108/cms-11-2021-0493","DOIUrl":"https://doi.org/10.1108/cms-11-2021-0493","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to argue that green hope (GH) and green organizational identification (GOI) play critical roles in transforming top management green commitment (TMGC) into desired employees task-related green behavior (TRGB) and voluntary workplace green behavior (VWGB) based on positive psychology.\u0000\u0000\u0000Design/methodology/approach\u0000The authors test the multilevel moderated mediation model by analyzing data collected from 491 hospitality employees and their direct supervisors in 103 teams. At Time 1, the authors conducted a survey of 905 team members to provide demographic information and evaluate TMGC, as well as their own GOI. At Time 2, the authors sent a follow-up questionnaire to employees who participated Time 1, asking them to evaluate their GH in the workplace. At Time 3, the authors sent questionnaires to the leaders of the respondents of T2 survey and invited them to evaluate TRGB and VWGB in the workplace.\u0000\u0000\u0000Findings\u0000The results show that TMGC facilitates two types of employees’ behaviors toward both TRGB and VWGB by enhancing hospitality employees’ GH. As a team-level variable, GOI has a positive moderating effect on the association between TMGC and GH. The authors discuss the theoretical implications as well as practical implications for managers seeking to promote sustainability in their hospitality industry.\u0000\u0000\u0000Originality/value\u0000This is one of the first empirical studies to investigate the mediating effects of a positive psychology variable, namely, GH – and the moderating effects of GOI on the relationship between TMGC and employee green behavior (EGB).\u0000","PeriodicalId":51675,"journal":{"name":"Chinese Management Studies","volume":"12 9","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41270009","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-03DOI: 10.1108/cms-12-2021-0523
P. Lv, Jakob Arnoldi, A. Villadsen
Purpose This study aims to investigate whether and why multinational corporations (MNCs) seek to reduce institutional costs of foreign direct investments (FDIs) by aligning with transnational political frameworks. Design/methodology/approach This study uses the Chinese Belt and Road Initiative (BRI) to test whether MNCs’ subsidiaries in China increase FDI into BRI-affiliated countries after the BRI’s launch. This study compares FDIs by Chinese subsidiaries of foreign MNCs in the year before and two years after the BRI’s announcement. Hypotheses are tested for two explanations of why foreign MNCs seek to exploit the BRI. Findings Investments into BRI-affiliated countries increased after the announcement of the BRI, and this increase is positively moderated by institutional distance between the MNC home country and the BRI-affiliated target country. This shows that the greater the institutional costs of investing in a BRI-affiliated country, the more responsive the MNCs’ Chinese subsidiary will be to the BRI. Research limitations/implications This study demonstrates that MNCs respond to transnational political frameworks. This study only studies the immediate response because the BRI is an infrastructure project. Better infrastructure will, over time, lead to more investments; however, the immediate response is due not to infrastructure but political structure. Originality/value The results show how MNCs use transnational political frameworks. The idea that MNCs can channel FDI through existing subsidiaries for this purpose has not previously been discussed in the literature.
{"title":"Gaining legitimacy or exploiting opportunities? MNCs’ response to the belt and road initiative in China","authors":"P. Lv, Jakob Arnoldi, A. Villadsen","doi":"10.1108/cms-12-2021-0523","DOIUrl":"https://doi.org/10.1108/cms-12-2021-0523","url":null,"abstract":"\u0000Purpose\u0000This study aims to investigate whether and why multinational corporations (MNCs) seek to reduce institutional costs of foreign direct investments (FDIs) by aligning with transnational political frameworks.\u0000\u0000\u0000Design/methodology/approach\u0000This study uses the Chinese Belt and Road Initiative (BRI) to test whether MNCs’ subsidiaries in China increase FDI into BRI-affiliated countries after the BRI’s launch. This study compares FDIs by Chinese subsidiaries of foreign MNCs in the year before and two years after the BRI’s announcement. Hypotheses are tested for two explanations of why foreign MNCs seek to exploit the BRI.\u0000\u0000\u0000Findings\u0000Investments into BRI-affiliated countries increased after the announcement of the BRI, and this increase is positively moderated by institutional distance between the MNC home country and the BRI-affiliated target country. This shows that the greater the institutional costs of investing in a BRI-affiliated country, the more responsive the MNCs’ Chinese subsidiary will be to the BRI.\u0000\u0000\u0000Research limitations/implications\u0000This study demonstrates that MNCs respond to transnational political frameworks. This study only studies the immediate response because the BRI is an infrastructure project. Better infrastructure will, over time, lead to more investments; however, the immediate response is due not to infrastructure but political structure.\u0000\u0000\u0000Originality/value\u0000The results show how MNCs use transnational political frameworks. The idea that MNCs can channel FDI through existing subsidiaries for this purpose has not previously been discussed in the literature.\u0000","PeriodicalId":51675,"journal":{"name":"Chinese Management Studies","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47656992","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Guest editorial: Institutions, corporate governance and entrepreneurship: a research agenda for Chinese world-class enterprises","authors":"Shuanping Dai, Zheng Li, Jun Li","doi":"10.1108/cms-09-2022-798","DOIUrl":"https://doi.org/10.1108/cms-09-2022-798","url":null,"abstract":"","PeriodicalId":51675,"journal":{"name":"Chinese Management Studies","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47288391","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-26DOI: 10.1108/cms-10-2021-0440
Kui Yin, Can Li, Oliver J. Sheldon, Jing Zhao
Purpose Drawing upon a dynamic managerial capabilities perspective, this study aims to unpack how and when chief experience officer (CEO) transformational leadership influences firm innovation. Specifically, a moderated mediation model linking CEO transformational leadership to firm innovation, which includes strategic flexibility as a mediator and top management team (TMT) knowledge diversity as a moderator, is theorized and empirically tested. Design/methodology/approach The authors conducted a survey of 354 TMT members and 62 CEOs from 62 firms in China’s construction industry to explore these relationships. Path analysis using Mplus 7.4 was undertaken to test our proposed moderated mediation model. Findings The results revealed that strategic flexibility mediates the positive relationship between CEO transformational leadership and firm innovation. Additionally, TMT knowledge diversity positively moderates the relationship between CEO transformational leadership and strategic flexibility. Research limitations/implications Taken together, these findings help advance and deepen our understanding of the mechanisms through which CEO transformational leadership influences firm innovation and boundary conditions under which CEO transformational leadership influences strategic flexibility. At the same time, this study also contributes to the literature on strategic flexibility and the CEO-TMT interface by revealing the interactive effect of CEO transformational leadership and TMT knowledge diversity on strategic flexibility. Originality/value Although the positive influence of CEO transformational leadership on firm innovation has been widely recognized, the specific mechanisms underlying this effect have yet to be fully theorized. This study proposes and tests a nuanced theoretical framework linking CEO transformational leadership to firm innovation via a firm’s strategic flexibility. It also argues that TMT knowledge diversity enhances the indirect effect of CEO transformational leadership on firm innovation through strategic flexibility; that is, this indirect effect is significant when TMT diversity is high, but not when TMT diversity is low.
{"title":"CEO transformational leadership and firm innovation: the role of strategic flexibility and top management team knowledge diversity","authors":"Kui Yin, Can Li, Oliver J. Sheldon, Jing Zhao","doi":"10.1108/cms-10-2021-0440","DOIUrl":"https://doi.org/10.1108/cms-10-2021-0440","url":null,"abstract":"\u0000Purpose\u0000Drawing upon a dynamic managerial capabilities perspective, this study aims to unpack how and when chief experience officer (CEO) transformational leadership influences firm innovation. Specifically, a moderated mediation model linking CEO transformational leadership to firm innovation, which includes strategic flexibility as a mediator and top management team (TMT) knowledge diversity as a moderator, is theorized and empirically tested.\u0000\u0000\u0000Design/methodology/approach\u0000The authors conducted a survey of 354 TMT members and 62 CEOs from 62 firms in China’s construction industry to explore these relationships. Path analysis using Mplus 7.4 was undertaken to test our proposed moderated mediation model.\u0000\u0000\u0000Findings\u0000The results revealed that strategic flexibility mediates the positive relationship between CEO transformational leadership and firm innovation. Additionally, TMT knowledge diversity positively moderates the relationship between CEO transformational leadership and strategic flexibility.\u0000\u0000\u0000Research limitations/implications\u0000Taken together, these findings help advance and deepen our understanding of the mechanisms through which CEO transformational leadership influences firm innovation and boundary conditions under which CEO transformational leadership influences strategic flexibility. At the same time, this study also contributes to the literature on strategic flexibility and the CEO-TMT interface by revealing the interactive effect of CEO transformational leadership and TMT knowledge diversity on strategic flexibility.\u0000\u0000\u0000Originality/value\u0000Although the positive influence of CEO transformational leadership on firm innovation has been widely recognized, the specific mechanisms underlying this effect have yet to be fully theorized. This study proposes and tests a nuanced theoretical framework linking CEO transformational leadership to firm innovation via a firm’s strategic flexibility. It also argues that TMT knowledge diversity enhances the indirect effect of CEO transformational leadership on firm innovation through strategic flexibility; that is, this indirect effect is significant when TMT diversity is high, but not when TMT diversity is low.\u0000","PeriodicalId":51675,"journal":{"name":"Chinese Management Studies","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46818311","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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