Dec 2018, Volume 12 Issue 4
    

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  • RESEARCH
    Ji-Ye Mao

    Indigenous business research has largely mirrored the economic growth in China over the past 40 years, which has reached a critical juncture. It is, therefore, important to take stock of the past progress to identify critical success factors and remaining challenges, in searching for paths to the next leap forward. To this end, this commentary will first review the key milestones in indigenous business research over the past four decades. Then it will highlight two paradoxes, namely, the lack of indigenous theories despite the phenomenal growth of Chinese firms, and the growing divergence between scientific rigor and low relevance to practice, which will need to be addressed in the future. Lastly, several predications and suggestions will be offered.

  • REVIEW
    Jiang Wei, Ding Wang, Yang Liu

    By carefully reviewing our research and related literature, in this paper, we propose a two-stage model of Chinese firms’ technological catch-up, and provide asymmetrybased explanations. We argue that at the approaching stage, Chinese firms mainly focus on knowledge accumulation through frugal innovation for capturing local and global low-end markets; while at the pole vault stage, they focus on knowledge creation through radical innovation for capturing the high-end market. Moreover, we propose that lacking world-leading technologies but striving to achieve technological catch-up quickly, Chinese firms mainly rely on asymmetric resource and capabilities that are embedded within Chinese institutional, technological and market contexts. Turning these asymmetries into sustainable capabilities and then matching them to market opportunities by developing asymmetric innovation strategies, Chinese firms could achieve technological catch-up in a unique way.

  • REVIEW
    Huacheng Wang, Kangtao Ye, Kai Zhong

    This study reviews the influential accounting literature on China topics published both in international and Chinese journals in the recent four decades to celebrate the 40th anniversary of the reform and opening up in China. We first review the literature published in the first two decades, where normative research is dominant and financial accounting and managerial accounting are the main topics. Then, looking more in-depth at the most recent literature, we separately discuss the articles published from 1998 to 2007 and from 2008 to 2018, in which many topics are covered including financial accounting, managerial accounting, financial management and corporate governance, auditing and tax. Finally, conclusions and future suggestions are raised based on the issues explored over the past four decades.

  • RESEARCH
    Dongmin Kong, Maobin Wang, Xiyu Zhang

    Long-term commitment is a motivational factor that drives people towards entrepreneurship. Scholars and practitioners have lacked a robust and validated instrument for measuring long-term commitment and its dimensions in the specific context of entrepreneurship. Based on a unique dataset of emigration statuses of Chinese entrepreneurs, we develop an instrument of entrepreneurial long-term commitment and test its impacts on corporate outcomes and entrepreneurs’ individual behaviors. We observe that entrepreneurial long-term commitment significantly affects corporate policies, long-term shareholder wealth and entrepreneurs’ individual behaviors. Our research also helps to evaluate the values of these entrepreneurs in China.

  • RESEARCH
    Justin Law, Wayne Yu

    This paper investigates the impact of corporate spinoffs on executive compensation. We find no significant association between executive compensation and stock returns prior to spinoffs, but a significant positive association between the two afterwards. We also find evidence that corporate governance generally improves after the spinoff. In addition, the positive association between executive compensation and stock returns is more pronounced for firms with greater improvements in their corporate governance. Overall, our findings support the notion that spinoffs create value by reducing agency costs.

  • RESEARCH
    Xueqing Fan, Yan Liu, Xi Zou

    High-performance work systems have been widely adopted in the workplace. Previous research on high-performance work systems debated whether the generated effects are mutual gains or conflicting outcomes for employers and employees. Drawing on the job demands and resources model, this conceptual study proposes that high-performance work systems can be both beneficial and harmful by eliciting distinct perceptions in employees. Specifically, perceptions of job resources are the positive and perceptions of job demands are the negative mechanism whereby high-performance work systems affect employee job performance. This research further proposes that servant leadership strengthens the positive impact of high-performance work systems, whereas directive leadership strengthens the negative impact. Overall, this conceptual research provides new insights into the research on high-performance work systems.

  • RESEARCH
    Yashuo Chen, Ranran Ning, Tong Yang, Shangjun Feng, Chunjiang Yang

    Transformational leadership, generally considered as a desirable leadership style, has positive effects on various performance outcomes of employees; however, its productivity has been called into question because of a relative neglect of its negative aspects. Addressing this gap, an attempt at rethinking the relationship between transformational leadership and employee performance is important. The paradoxical perspective indicates that conflicting positive and negative effects of transformational leadership can coexist, which provides possibility and rationality for thorough consideration of employees’ task performance influenced by transformational leaders. Integrating the principle of diminishing marginal utility and the “Too-Much-ofa-Good-Thing (TMGT)” effect, this research explores an inverted U-shaped relationship between transformational leadership and employee task performance. Furthermore, applying social cognitive theory, we assume an employee’s proactive personality moderates the curvilinear influence of transformational leadership on employees’ task performance. As expected, results from a study of data from 209 supervisorsubordinate relationships from China showed that the inverted U-shaped relationship between transformational leadership and employees’ task performance was moderated by employees’ proactive personality. Theoretical and practical implications are discussed.