This study uses a sample of 236 employees in 71 departments, and analyzes the data with a structural equation modeling (SEM). Results support the theoretical framework of Van Dyne et al. (1995), which proposed four specific extra-role behaviors categorized by two dimensions. The findings also support the assumption that organizational structure affects fairness perceptions and extra-role behaviors of employees. The mediation effect of fairness perceptions on the relationship between organizational structure and extra-role behaviors is supported partially.
How can a firm achieve superior performance through corporate entrepreneurship in a transition economy? To address this question, we draw upon the resource-based view and the institutional theory to explore distinct roles of business ties and political ties in fulfilling resource needs confronted by different corporate entrepreneurial activities (i.e., internal innovation, venturing and strategic renewal). Using data of 228 firms from the Pearl River Delta area in China, our empirical findings reveal that corporate entrepreneurial activities do not always positively lead to performance in transition economies. Furthermore, the possession of high levels of business ties is more beneficial to the success of internal innovation and strategic renewal, while the possession of high levels of political ties contributes more to the success of venturing.
This paper investigates mergers and acquisitions (M&A) in the context of firm ownership restructuring in China, via several theoretical lenses including organizational learning and population ecology theories. It highlights the effect of organizational learning on the choice of M&A in ownership restructuring, based on the assumption that the choice might be favored by poor-performing firms. By employing a hierarchical linear regression model, this article examines the cross-level moderating effects of the density of ownership restructuring patterns on the performance-M&A relationship. Several key findings have been revealed. At the individual firm level, performance is negatively related to its choice of M&A. The ownership restructuring pattern that firms adopted is positively associated with its choice of M&A. Moreover, at the industry level, the density of patterns in an industry positively moderates the performance-M&A relationship.
As is well-known, China’s rapid economic growth over the past decades has been impressive and this growth has driven the demand of qualified managers and professionals by both foreign and Chinese enterprises. This paper examines perceptions of the graduates of an American Executive MBA program, who experienced the transfer of Western management knowledge through team teaching and virtual student teams. The findings show that graduates are generally satisfied with their overall educational experience and its impact on their career in terms of promotions and compensation. Furthermore, the team teaching and global virtual student teams are viewed as valuable experiences.
Market fragmentation, a Chinese institutional characteristic, has been regarded as an important determinant of top managers’ strategic decisions in Chinese firms. This paper explores how individual affective traits of top managers in family firms affect their strategy formulation process when facing market fragmentation and cross-regional integration. Affective traits of top managers are found to be significantly related to firm strategic choices. There is also evidence showing that market fragmentation is caused mainly by government power division and institutional differentiation.
With the gradual deepening of China’s economic reform, “differential mode of status,” which is created by the dual-track employment system in state-owned enterprises, has become a major hindrance for employees’ enthusiasm and initiative in workplaces. Drawing upon the “differential mode of status” theory, this paper firstly explores the internal relationships among “differential mode of status,” employees’ perception of fairness and sense of belonging, and employee engagement. Then the mechanism of “differential mode of status” influencing employee engagement is discussed. Lastly, coping strategies are brought forward based on the actual situation of low work devotion especially in China’s state-owned enterprises.
This study proposes a framework to analyze the co-evolution between the remittance business for overseas Chinese and their institutions during 1860–1949. In particular, this paper focuses on the co-evolutions between their organizational fields and institutions. It shows that participants communicate, compete and cooperate through their organizational fields, and finally promote the remittance business. Since the three pillars of institutions—regulative, normative, and cultural-cognitive—correlate and interact with each other, it is found that institutions can promote the business of overseas remittance if the combination of these three pillars of institutions works well; otherwise, it ends the business with confusion.