1. Chinese Management Research:
Implications from the Recent Chinese Research
Published on Top Journals on Strategy
Presented June 18th, 2010, East SYSU
郑秋明 袁莉 黄铨文 黄佩霞 唐悦 马卉 梁文婉
Enterprise Management, School of Business, Sun Yat-Sun University
Guangzhou
510290
China
1

2. Location
Location
Location
Rousseau & Fried (2001)
Rousseau D M, Fried Y. Location, location, location: Contextualizing organizational research[J]. Journal of Organizational
Behavior,2001,22(1):1-13.
2

3. How to Do
Chinese Management Research?
3

4. Read
Paper on Chinese Research
Papers of Chinese research
And Think…

5. Content
1. Article Selection
2. Our Findings
3. Interesting Papers
4. Suggestion to Future Research

6. Step 1: Journal Selection
08~10 Year
SMJ, AMR, AMJ, JIBS,ASQ
600+ Papers
6

7. Step 2: China Topic
Not just Asian or Emerging Market
Papers
7

8. Step 3: Strategy Management
Not OBHR Or Marketing
Papers
8

9. JIBS SMJ
18
AMJ AMR
10
ASQ
0 0 0 9

10. Content
1. Article Selection
2. Our Findings
3. Interesting Papers
4. Suggestion to Future Research

11. Topic
IB 22
Network 5
Alliance 4
Innovation & Learning 4
Cluster 1
11
Diversification 1
Entrepreneur 1
M&A 1
Vertical Integration 0 /28
Cross-Topic
11

12. Theory
Institutional Theory
Social network
TCE
RBV
2.83
2.5
2.16
9
KBV 1.5
Absorptive capacity perspective 1.5
Organizational ecology 1
Dynamic capabilities 1
Real Option 1
Resource dependence theory 0.5
Competition dynamics 0.33
organizational inertia theory 0.33
Agency Theory 0.33
Internalisation theory 0.33
12
Peng M W. Towards an institution-based view of business strategy[J]. Asia Pacific Journal of Management, 2002,19(2):251-267.

13. Method
Archival 14
Suvey 12
14
N/A 1
Theoretical 1
/28
Archival
13

14. Author Number
13
4 4
3
2 11
14

15. Author Country
USA 10.16
China Hong kong 6.83
UK 3.25
China Mainland
USA
2.08
Canada 1.75
German 1
Netherlands 0.75
China Tai Wan 0.66
First
HK
Belgium 0.5
Singapor 0.5
Korea 0.5 Second
15

16. Author University
City University of Hong Kong 2
The University of Hong Kong 1.75
Chinese University of Hong Kong 1.66
University of Kansas 1.16
Peking University 1.16
Rice University 1
University of Leeds (CIBUL) 1
Loyola Marymount University 1
5.41
University of North Carolina at Charlotte 0.91
Simon Fraser University 0.83
University of Texas at Dalla 0.83
Hong Kong
Skolkovo Institute for Emerging Market
Studies 0.66
University of Erlangen-Nuremberg 0.66 16

17. China Mainland Authors
周长辉
Peking University
University of Western
Ontario
Canada
3
1.17
朴胜虎
Skolkovo Institute for
university of Oregon
2
0.66
Emerging Market USA
Studies
周南 University of Utah
Wuhan University USA 1 0.33
17

18. They are in top Journals
But they are good enough?

19. Location
Location
Location
Contextualizing
Contextualizing
Contextualizing
Rousseau D M, Fried Y. Location, location, location: Contextualizing organizational research[J]. Journal of Organizational
Behavior,2001,22(1):1-13.
19

20. Multiple Influences of Context

21. Type 1 – Application of Context A Theories to Context B
Example: Zhao Z J, Anand J. A multilevel perspective on knowledge transfer: evidence from the Chinese
automotive industry[J]. Strategic Management Journal,2009,30(9):959-983.

22. Type 2 – Extension of Context A Theories – cross-
context study
Example: Lin Z, Peng M W, Yang H, et al. How do networks and learning drive M&As? An institutional
comparison between China and the United States[J]. Strategic Management Journal,2009,30(10):1113-1132.

23. Type 3 – Elaboration of Context A Theories –
single-context study
Example: Xiao & Tsui, When Brokers May Not Work: The Cultural Contingency of Social Capital in
Chinese High-tech Firms, ASQ, 2007.

24. Type 4 – Development of Context B (Indigenous)
Theories
Example: Buckley P J, Clegg L J, Cross A R, et al. The determinants of Chinese outward foreign direct
investment[J]. Journal of International Business Studies,2009,40(2):499-518.

25. A Typology of Indigenous Studies
Exploitation (Tsui, 2009) Exploration (Tsui, 2009)
A theory of Chinese management (Barney A Chinese theory of management (Barney
& Zhang, 2009) & Zhang, 2009)
Application (Zhang & Li, 2008) Creation (Zhang & Li, 2008)
阶段1 （弱本土化）：把西方的文化 阶段3（强本土化）：文化特殊性就是
特殊性等同于文化普遍性。采用西方 文化特殊性。建立新的东方理论，以补
的理论，验证/检验西方的理论 充或取代西方理论
阶段2（中等本土化）：从文化特殊性 阶段4（全球适用）：集成西方与东方
到文化特殊性，寻找东方的特殊性， 的理论，将文化特殊性的理论变成全球
比较/修正/修改西方理论 适用的理论
Tsui A S. Editor's Introduction - Autonomy of Inquiry: Shaping the Future of Emerging Scientific
Communities[J]. Management and Organization Review,2009,5(1):1-14.
Barney J B, Zhang S. The future of Chinese management research: A theory of Chinese management versus
a Chinese theory of management[J]. Management and Organization Review,2009,5(1):15-28.
张燕，李海洋. 发表中国管理研究的挑战[M] 组织与管理研究的实证方法, 北京:北京大学出版社,2008.

26. Type 5 – Measurement of Context A Constructs in
Context B
Examples: Farh, Zhong & Organ, 2004, OS, organizational citizenship behavior has different dimensions
and indicators in China, compared to the US;

27. Type (Tsui, 2009)
26
Type 1
Type 2 1 Moderate indigenous
0
Weak indigenous
Type 3
Type 4
1 Geocentric
Type 5
0

28. Content
1. Article Selection
2. Our Findings
3. Interesting Papers
4. Suggestion to Future Research

29. Type 1
Same X
Same Y
Same relationship
No context variable

30. A MULTILEVEL PERSPECTIVE ON KNOWLEDGE TRANSFER:
EVIDENCE FROM THE CHINESE AUTOMOTIVE INDUSTRY
knowledge transfer & Learning Individual & Collective
1 Does teaching activity, like its matching activity, learning, occur at
both the individual and collective levels?
2
Does the distinction between the individual and the collective also
exist in another key knowledge transfer construct, absorptive
capacity?
3
How do teaching activities and absorptive capacities at different
levels (i.e., individual vs. collective) affect the transfer of these two
distinct types of knowledge?
Zhao Z J, Anand J. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry[J].
Strategic Management Journal,2009,30(9):959-983.

31. Hypothesis
Collective Teaching
H1a: The more extensive the source organization’s use of collective teaching
activities, the greater the improvement of the receiving organization’s
stock of collective knowledge
H1b: The source organization’s use of collective teaching activities has a
greater positive impact than does its use of individual teaching activities
on the improvement of the receiving organization’s stock of collective
knowledge.
H2a: The more extensive the source organization’s use of collective teaching
activities, the greater the improvement of the receiving organization’s
stock of individual knowledge.
H2b: The source organization’s use of collective teaching activities has a
greater positive impact than does its use of individual teaching activities
on the improvement of the receiving organization’s stock of individual
knowledge.
Zhao Z J, Anand J. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry[J].
Strategic Management Journal,2009,30(9):959-983.

32. Hypothesis
Collective Absorptive Capacity
H3a: The greater the receiving organization’s collective absorptive
capacity, the greater the improvement of its collective knowledge.
H3b: The receiving organization’s collective absorptive capacity has a
greater positive impact than does its individual absorptive capacity on
the improvement of its stock of collective knowledge.
H4a: The greater the receiving organization’s collective absorptive
capacity, the greater the improvement of its stock of individual
knowledge.
H4b: The receiving organization’s collective absorptive capacity has a
greater positive impact than does its individual absorptive capacity on
the improvement of its stock of individual knowledge.
Zhao Z J, Anand J. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry[J].
32
Strategic Management Journal,2009,30(9):959-983.

33. Sample, Result & Contribution
Sample
161 engineering units of multinationals in the Chinese automotive industry
Result
Teaching and absorptive capacity both exist at the collective level.
Collective-based knowledge transfer mechanisms, are more effective in
transferring knowledge compared to their individual level counterparts.
Contribution
Individual & Collective level
Type 1:Application
Zhao Z J, Anand J. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry[J].
33
Strategic Management Journal,2009,30(9):959-983.

34. Type 2
Same X
Same Y
Different relationship in A and B
Context variable as moderator

35. How do networks and learning drive M&AS? An institutional
comparison between China and the United States
Motivations
•Previous work, with a few exceptions has not paid sufficient
attention to the role of social context and network embeddedness
leading to M&As.
•While some studies have incorporated the element of learning in
understanding the drivers of acquisition activities, they have
typically focused on the role of acquisition experience instead of
alliance experience, which may have different effects.
•prior research on M&As tends to understate the importance of
the institutional environment.
Z. Lin，M. W. Peng，H. Yang. How do networks and learning drive M&As? An institutional comparison between China and the
United States. Strategic Management Journal，2009，30（10）：1113-1132

36. Theoretical framework
Z. Lin，M. W. Peng，H. Yang. How do networks and learning drive M&As? An institutional comparison between China and the
United States. Strategic Management Journal，2009，30（10）：1113-1132

37. Hypotheses
1. A high centrality will lead to fewer acquisitions in a developed
institutional setting but more acquisitions in an
underdeveloped institutional setting.
2. Structural hole positions will lead to more acquisitions in a
developed institutional setting but fewer acquisitions in an
underdeveloped institutional setting.
3. Exploitation tendency will lead to fewer acquisitions in a
developed institutional setting but more acquisitions in an
underdeveloped institutional setting.
Z. Lin，M. W. Peng，H. Yang. How do networks and learning drive M&As? An institutional comparison between China and the
United States. Strategic Management Journal，2009，30（10）：1113-1132

38. Results

39. Type 4
Context B attributes explains Context B
organizational Practice

40. The determinants of Chinese outward foreign
direct investment
Question
• Whether the mainstream theory that explains
industrialised country FDI is applicable to emerging
country contexts?
• Whether special explanations nested within the
general theory are needed?
• What are the determinants driving Chinese outward
foreign direct investment?

41. Hypotheses
Hypotheses Expected Based theory Findings
sign
H1:Host market characteristics:
(I)absolute market size(H1a) ＋ General theory: Supported
(II)relative market size (H1b) ＋ Market seeking Refused
(III)market growth (H1c) ＋ Refused
H2:Natural resource endowment ＋ General theory: Refused
Resource seeking
H3:Asset-seeking FDI ＋ General theory: Refused
Resource seeking
H4:Political risk ﹣ Special theory: Refused
Capital market (contrary)
imperfections
H5:Cultural proximity to China ＋ Special theory: Supported
Ownership advantages
of Chinese MNEs
H6:Policy liberalisation ＋ Special theory: Supported
Institutional
factors
Buckley P J, Clegg L J, Cross A R, et al. The determinants of Chinese outward foreign direct investment[J]. Journal of
International Business Studies,2009,40(2):499-518.

42. Hypotheses
Hypotheses Expected Theoretical Findings
sign justification
H7:Exchange rate + Domestic currency Refused
price of foreign assets
H8:Host country inflation rate - Macroeconom Refused
conditions (contrary)
H9:Exports + Market seeking Refused
H10:Imports + Trade intensity Refused
(contrary)
H11:Geographic distancefrom - Spatial costs Refused
China
H12:Openness to FDI + Investment policy Refused
Buckley P J, Clegg L J, Cross A R, et al. The determinants of Chinese outward foreign direct investment[J]. Journal of
International Business Studies,2009,40(2):499-518.

43. Contributions:
Theoretical implication:Chinese ODI, and
•One of the first attempts to formally model
provides for some determinants.
•Prove that the general theory of FDI isn’t applicable to emerging
country contexts, which special explanations should be nested in.
Management implications: is likely
•State direction over firms (whether formal or informal)
to generate a signature in the locational pattern of outward
investment that would not be predicted by the general theory of
FDI, which assumes that firms are profit maximisers.
•Liberalisation is a very powerful instrument for emerging
economies.
Buckley P J, Clegg L J, Cross A R, et al. The determinants of Chinese outward foreign direct investment[J]. Journal of
International Business Studies,2009,40(2):499-518.

44. Content
1. Article Selection
2. Our Findings
3. Interesting Papers
4. Suggestions to Future Research

45. Collaborate
… To Learn
Contextualize
… To Create

46. Collaborate...
US Researchers
HK Researchers with a US PHD
Mainland researchers with a PHD of Western countries
… To Learn
Paradigm for science
Global management knowledge base
Writing skills
…….

47. Fish in Water (Tsui, 2006)

48. Contextualizing...
Contextualization of the phenomenon – from outside-in to inside-out
现象的情境化-从由外而内到由内而外
Our ideas:中国家族企业基于家庭关系多元化，基于联姻的企业联盟，中国转型期
Contextualization of the theory – from application to creation
理论的情境化-从应用到创造
Example: Network capitalism
Contextualization in measurement – from translation to indigenization
测量的情境化-从翻译到本土化
Our ideas: “关系”的测量，“面子”的测量
Contextualization in methodology – from sharpening old tools to creating new
instruments
方法学的情境化-从磨快原有工具到创造新的工具
Most Challenging
… To Create
Context-specific models or knowledge
Context-bounded models or knowledge
Context-free models or knowledge
Tsui A S. Contextualization in Chinese management research[J]. Management and Organization Review,2006,2(1):1-13.
Tsui A S. Contributing to global management knowledge: A case for high quality indigenous research[J]. Asia Pacific Journal of
Management,2004,21(4):491-513.

49. The Road Not Taken
Two roads diverged in a yellow wood,
And sorry I could not travel both
……
Two roads diverged in a wood, and I –
I took the one less traveled by,
And that has made all the difference.
Robert Frost, 1921

50. Thank You
Presented June 18th, 2010, East SYSU
©2010. All Rights Reserved.

51. Appendix
[1]Y. Lu，L. Zhou，G. Bruton. Capabilities as a mediator linking resources and the international performance of entrepreneurial firms in an
emerging economy. Journal of International Business Studies，2010，41（3）
[2]X. Ma，A. Delios. Host-country headquarters and an MNE's subsequent within-country diversifications. Journal of International Business
Studies，2010，41（3）
[3]D. Chen，Y. Paik，S. H. Park. Host-country policies and MNE management control in IJVs: Evidence from China. Journal of
International Business Studies，2010，41（3）
[4]D. Xu，C. Zhou，P. H. Phan. A real options perspective on sequential acquisitions in China. Journal of International Business Studies，
2010，41（1）：166-174
[5]C. Zhou，A. van Witteloostuijn. Institutional constraints and ecological processes: Evolution of foreign-invested enterprises in the
Chinese construction industry, 1993-2006. Journal of International Business Studies，2010，41（3）
[6]X. Liu，C. Wang，Y. Wei. Do local manufacturing firms benefit from transactional linkages with multinational enterprises in China.
Journal of International Business Studies，2009，40（7）：1113-1130
[7]I. Filatotchev，X. Liu，T. Buck. The export orientation and export performance of high-technology SMEs in emerging markets: The
effects of knowledge transfer by returnee entrepreneurs. Journal of International Business Studies，2009，40（6）：1005-1021
[8]E. E. Fang，S. Zou. Antecedents and consequences of marketing dynamic capabilities in international joint ventures. Journal of
International Business Studies，2009，40（5）：742-761
[9]C. Su，Z. Yang，G. Zhuang. Interpersonal influence as an alternative channel communication behavior in emerging markets: The case of
China. Journal of International Business Studies，2009，40（4）：668-689
[10]J. F. Puck，D. Holtbrugge，A. T. Mohr. Beyond entry mode choice: Explaining the conversion of joint ventures into wholly owned
subsidiaries in the Peoples Republic of China. Journal of International Business Studies，2009，40（3）：388-404
[11]J. J. Li，K. Z. Zhou，A. T. Shao. Competitive position, managerial ties, and profitability of foreign firms in China: an interactive
perspective. Journal of International Business Studies，2009，40（2）：339-352
[12]P. J. Buckley，L. J. Clegg，A. R. Cross等. The determinants of Chinese outward foreign direct investment. Journal of International
Business Studies，2009，40（2）：499-518
[13]C. Zhou，J. Li. Product innovation in emerging market-based international joint ventures: An organizational ecology perspective. Journal
of International Business Studies，2008，39（7）：1114-1132
[14]H. Zou，M. B. Adams. Corporate ownership, equity risk and returns in the People's Republic of China. Journal of International Business
Studies，2008，39（7）：1149-1168

52. Appendix
[15]M. W. Peng，DYL Wang，Y. Jiang. An institution-based view of international business strategy: A focus on emerging economies. Journal
of International Business Studies，2008，39（5）：920-936
[16]C. L. Luk，OHM Yau，LYM Sin等. The effects of social capital and organizational innovativeness in different institutional contexts.
Journal of International Business Studies，2008，39（4）：589-612
[17]R. Morck，B. Yeung，M. Zhao. Perspectives on Chinas outward foreign direct investment. Journal of International Business Studies，
2008，39（3）：337-350
[18]K. Z. Zhou，L. Poppo，Z. Yang. Relational ties or customized contracts? An examination of alternative governance choices in China.
Journal of International Business Studies，2008，39（3）：526-534
[19]K. Z. Zhou，F. Wu. Technological capability, strategic flexibility, and product innovation. Strategic Management Journal，2010，31（5
）：547-561
[20]Y. Zhang，H. Li. Innovation search of new ventures in a technology cluster: the role of ties with service intermediaries. Strategic
Management Journal，2010，31（1）：88-109
[21]D. Chen，S. H. Park，W. Newburry. Parent contribution and organizational control in international joint ventures. Strategic Management
Journal，2009，30（11）：1133-1156
[22]Z. Lin，M. W. Peng，H. Yang. How do networks and learning drive M&As? An institutional comparison between China and the United
States. Strategic Management Journal，2009，30（10）：1113-1132
[23]Z. J. Zhao，J. Anand. A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry. Strategic
Management Journal，2009，30（9）：959-983
[24]J. Li，C. Zhou，E. J. Zajac. Control, collaboration, and productivity in international joint ventures: theory and evidence. Strategic
Management Journal，2009，30（8）：865-884
[25]K. Z. Zhou，J. J. Li，N. Zhou. Market orientation, job satisfaction, product quality, and firm performance: evidence from China.
Strategic Management Journal，2008，29（9）：985-1000
[26]S. J. Chang，D. Xu. Spillovers and competition among foreign and local firms in China. Strategic Management Journal，2008，29（5）：
495
[27]J. J. Li，L. Poppo，K. Z. Zhou. Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign
firms. Strategic Management Journal，2008，29（4）：383
[28]J. Xia，J. Tan，D. Tan. Mimetic entry and bandwagon effect: the rise and decline of international equity joint venture in China. Strategic
Management Journal，2008，29（2）：195-217