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Article: Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms

TitleDo managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms
Authors
KeywordsChina
Competitive Intensity
Guanxi
Liability Of Foreignness
Managerial Ties
Uncertainty
Issue Date2008
PublisherJohn Wiley & Sons Ltd. The Journal's web site is located at http://www.interscience.wiley.com/jpages/0143-2095
Citation
Strategic Management Journal, 2008, v. 29 n. 4, p. 383-400 How to Cite?
AbstractWhile most advocate that foreign firms should utilize managerial ties to conduct business in China, recent literature cautions that such ties may offer only conditional value. This study examines three sources of heterogeneity that may condition the value of ties: firm ownership (foreign vs. domestic), competition, and structural uncertainty. Results from a survey of 280 firms in China indicate that though foreign and domestic firms utilize ties at a similar level, their performance gains from tie utilization differ. Managerial ties have a monotonic, positive effect on performance for domestic firms, whereas the effect is curvilinear (i.e., inverted U-shaped) for foreign firms. Therefore, compared with domestic firms, foreign firms have a competitive disadvantage from tie utilization. Furthermore, managerial ties are less effective for fostering performance when competition becomes more intense. However, ties lead to higher levels of firm performance when structural uncertainty increases. Overall, these results support the contingency view of managerial ties and caution companies about the unconditional use of ties as the market becomes more heterogeneous. Copyright ©2008 John Wiley & Sons, Ltd.
Persistent Identifierhttp://hdl.handle.net/10722/177996
ISSN
2015 Impact Factor: 3.38
2015 SCImago Journal Rankings: 6.278
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorLi, JJen_US
dc.contributor.authorPoppo, Len_US
dc.contributor.authorZhou, KZen_US
dc.date.accessioned2012-12-19T09:41:12Z-
dc.date.available2012-12-19T09:41:12Z-
dc.date.issued2008en_US
dc.identifier.citationStrategic Management Journal, 2008, v. 29 n. 4, p. 383-400en_US
dc.identifier.issn0143-2095en_US
dc.identifier.urihttp://hdl.handle.net/10722/177996-
dc.description.abstractWhile most advocate that foreign firms should utilize managerial ties to conduct business in China, recent literature cautions that such ties may offer only conditional value. This study examines three sources of heterogeneity that may condition the value of ties: firm ownership (foreign vs. domestic), competition, and structural uncertainty. Results from a survey of 280 firms in China indicate that though foreign and domestic firms utilize ties at a similar level, their performance gains from tie utilization differ. Managerial ties have a monotonic, positive effect on performance for domestic firms, whereas the effect is curvilinear (i.e., inverted U-shaped) for foreign firms. Therefore, compared with domestic firms, foreign firms have a competitive disadvantage from tie utilization. Furthermore, managerial ties are less effective for fostering performance when competition becomes more intense. However, ties lead to higher levels of firm performance when structural uncertainty increases. Overall, these results support the contingency view of managerial ties and caution companies about the unconditional use of ties as the market becomes more heterogeneous. Copyright ©2008 John Wiley & Sons, Ltd.en_US
dc.languageengen_US
dc.publisherJohn Wiley & Sons Ltd. The Journal's web site is located at http://www.interscience.wiley.com/jpages/0143-2095en_US
dc.relation.ispartofStrategic Management Journalen_US
dc.subjectChinaen_US
dc.subjectCompetitive Intensityen_US
dc.subjectGuanxien_US
dc.subjectLiability Of Foreignnessen_US
dc.subjectManagerial Tiesen_US
dc.subjectUncertaintyen_US
dc.titleDo managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firmsen_US
dc.typeArticleen_US
dc.identifier.emailZhou, KZ: kevinz@hkucc.hku.hken_US
dc.identifier.authorityZhou, KZ=rp01127en_US
dc.description.naturelink_to_subscribed_fulltexten_US
dc.identifier.doi10.1002/smj.665en_US
dc.identifier.scopuseid_2-s2.0-41149119533en_US
dc.identifier.hkuros143059-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-41149119533&selection=ref&src=s&origin=recordpageen_US
dc.identifier.volume29en_US
dc.identifier.issue4en_US
dc.identifier.spage383en_US
dc.identifier.epage400en_US
dc.identifier.eissn1097-0266-
dc.identifier.isiWOS:000254306400003-
dc.publisher.placeUnited Kingdomen_US
dc.identifier.scopusauthoridLi, JJ=9434943800en_US
dc.identifier.scopusauthoridPoppo, L=6508060826en_US
dc.identifier.scopusauthoridZhou, KZ=7202914654en_US

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