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Article: Organizational changes in emerging economies: Drivers and consequences

TitleOrganizational changes in emerging economies: Drivers and consequences
Authors
KeywordsAdministrative change
Emerging economy
Organizational change
Technical change
Issue Date2006
PublisherPalgrave Macmillan Ltd. The Journal's web site is located at http://www.palgrave-journals.com/jibs/index.html
Citation
Journal Of International Business Studies, 2006, v. 37 n. 2, p. 248-263 How to Cite?
AbstractOrganizational change in emerging economies, although difficult, is inevitable. The authors study the drivers and consequences of organizational changes in an emerging economy, China. The results of a firm-level survey show that organizational changes in technical vs administrative areas are differentially driven by firms' motivation to change (past performance), opportunity to change (firm location and market orientation), and capability to change (firm ownership, managers' change attitude, and leader charisma). Furthermore, technical and administrative changes affect firm performance through distinct paths. Technical changes have a direct, positive impact on performance, whereas administrative changes enhance firm performance indirectly through technical changes, and the effect of administrative changes on performance is strengthened by the presence of a participative culture.Journal of International Business Studies (2006) 37, 248-263. © 2006 Academy of International Business All rights reserved.
Persistent Identifierhttp://hdl.handle.net/10722/85751
ISSN
2015 Impact Factor: 3.62
2015 SCImago Journal Rankings: 4.208
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorZhou, KZen_HK
dc.contributor.authorTse, DKen_HK
dc.contributor.authorLi, JJen_HK
dc.date.accessioned2010-09-06T09:08:50Z-
dc.date.available2010-09-06T09:08:50Z-
dc.date.issued2006en_HK
dc.identifier.citationJournal Of International Business Studies, 2006, v. 37 n. 2, p. 248-263en_HK
dc.identifier.issn0047-2506en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85751-
dc.description.abstractOrganizational change in emerging economies, although difficult, is inevitable. The authors study the drivers and consequences of organizational changes in an emerging economy, China. The results of a firm-level survey show that organizational changes in technical vs administrative areas are differentially driven by firms' motivation to change (past performance), opportunity to change (firm location and market orientation), and capability to change (firm ownership, managers' change attitude, and leader charisma). Furthermore, technical and administrative changes affect firm performance through distinct paths. Technical changes have a direct, positive impact on performance, whereas administrative changes enhance firm performance indirectly through technical changes, and the effect of administrative changes on performance is strengthened by the presence of a participative culture.Journal of International Business Studies (2006) 37, 248-263. © 2006 Academy of International Business All rights reserved.en_HK
dc.languageengen_HK
dc.publisherPalgrave Macmillan Ltd. The Journal's web site is located at http://www.palgrave-journals.com/jibs/index.htmlen_HK
dc.relation.ispartofJournal of International Business Studiesen_HK
dc.rightsJournal of International Business Studies. Copyright © Palgrave Macmillan Ltd.en_HK
dc.subjectAdministrative changeen_HK
dc.subjectEmerging economyen_HK
dc.subjectOrganizational changeen_HK
dc.subjectTechnical changeen_HK
dc.titleOrganizational changes in emerging economies: Drivers and consequencesen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0047-2506&volume=37&issue=2&spage=248&epage=263&date=2006&atitle=Organizational+Change+in+Emerging+Economies:+Drivers+and+Consequencesen_HK
dc.identifier.emailZhou, KZ: kevinz@hkucc.hku.hken_HK
dc.identifier.emailTse, DK: davidtse@hku.hken_HK
dc.identifier.authorityZhou, KZ=rp01127en_HK
dc.identifier.authorityTse, DK=rp01100en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1057/palgrave.jibs.8400186en_HK
dc.identifier.scopuseid_2-s2.0-33645458255en_HK
dc.identifier.hkuros118542en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-33645458255&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume37en_HK
dc.identifier.issue2en_HK
dc.identifier.spage248en_HK
dc.identifier.epage263en_HK
dc.identifier.isiWOS:000236311300007-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridZhou, KZ=7202914654en_HK
dc.identifier.scopusauthoridTse, DK=7101916504en_HK
dc.identifier.scopusauthoridLi, JJ=9434943800en_HK

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