Ji Li

Strategic human resource management and MNEs' performance in China

This study tested a perspective of strategic human resource management (SHRM) and compared human resource practices among multinational enterprises (MNEs) in two industries in China. Specifically, empirical data from firms in Chinas soft-drinks and electronics industries were analysed. The results supported a number of basic assumptions of the SHRM model, such as those regarding the relationship among firm environments, firm strategy, firm human resource practices and firm performance.

East Meets East And East Meets West: The Case Of Sino-Japanese And Sino-West Joint Ventures In China

This study tests the effects of cultural differences on the behaviour and performance of joint-ventures. We first study the relationship and predictions of two relevant theories, i.e., the theory about cultural diversity and that about cultural distance. After that, we apply the theories to study the behaviour and performance of Sino-Japanese and Sino-West joint ventures (JVs). Processing data from 2718 such JVs in different parts of China, we show evidence supporting our arguments. Our paper concludes with a discussion on the implications of the findings.

Cultural Malleability in an East Asian Context An Illustration of the Relationship between Government Policy, National Culture, and Firm Behavior

Research in cross-cultural management and cultural diversity has often implicitly viewed national culture as a stable, enduring characteristic that can affect individual and organizational behavior. This article draws attention to the utility of considering national culture as a malleable rather than a fixed construct. Based on this conception of national culture, the authors examine the potential impact of culture and cultural change on business strategy. This examination is based on observations of differential business strategy employed among firms in Singapore compared to firms in Hong Kong and Taiwan. These differences, viewed as a reflection of cultural differences, suggest that significant partial changes in national culture can occur in a relatively short period of time. Although much of the previous literature has emphasized the factors of socioeconomic development and technological advancement as sources of influence on cultural change, this article considers the influence of government policies on national culture and business behaviors.

Breaking into China: Strategic Considerations for Multinational Corporations

Abstract International firms can adopt different strategies when breaking into an emerging market such as China. This article studies three strategic choices facing multinational corporations (MNCs): labour-intensive vs. capital- and technology-intensive; coastal vs. inland location; and joint venture vs. wholly-owned investment. Using hierarchical regression analysis on data from 223 large, foreign-invested electronics firms in China, we offer interesting findings as to how and why different strategies affect the performance of foreign direct investment. We show that MNCs pursuing a capital- and technology-intensive strategy in China have a significantly better performance than those pursuing a labour-intensive strategy. Our study also documents significant interaction effects between ownership arrangements and technology intensity on firm performance. On the other hand, the effect of a firms location and ownership arrangements appear insignificant. To compete successfully in China today, firms cannot just focus on cheap labour and the production of low value-added goods; a capital- and technology-intensive strategy is more rewarding.

The Effects of Proportional Representation on Intragroup Behavior in Mixed-Race Decision-Making Groups

Drawing on Kanter’s (1977) observations and assertions, this study employs a structural approach to examine the influence of group racial composition on the behavior of group members. To be specific, this study assesses the effects of proportional representation on the behavior of Asian group members who were assigned to one of three types of groups: all-Asian groups, Asian-Caucasian balanced groups, and Caucasian-dominated groups. Groups were assigned the task of discussing and generating a solution for a managerial case scenario. The discussions were videotaped and viewed by independent judges who evaluated patterns of intragroup behavior, including levels of participation and leadership behavior among group members. The findings suggest that proportional representation can act as a significant source of influence on behavior of group members. We conclude this article with a discussion of the implications of these findings from both a practical and theoretical perspective.

Ownership reform among state firms in China and its implications

Purpose – To test the effects of ownership structure on the strategy and performance of former state‐owned enterprises (SOEs) in China.Design/methodology/approach – Based on a sample of the former state‐owned manufacturing firms listed on the Chinese Stock Exchanges before 1995, we study the ownership effects on firms diversification strategies and their performances.Findings – Diversifiers actually have a lower level of state ownership. However, firms financial performance and other performance dimensions such as new product development and overseas investment are actually better for single‐product producers. Hence, firms with lower state‐ownership tend to be more likely to pursue unrelated diversifications.Research limitations/implications – The study uses a cross‐sectional design, which makes it difficult to assess the causality of the variables and to study the changes of firm behavior over the years.Practical implications – The results highlight the need for the improvement of control system in tra...

Changing strategic postures of overseas Chinese firms in emerging Asian markets

One of the most important cultural values in Chinese societies is family‐oriented collectivism. This cultural value has had much impact on the structures and strategies of overseas Chinese firms. Influenced by this cultural value, traditional Chinese firms prefer family ownership and stress hierarchy and centralized decision making, which in turn influence the business strategies of these firms. In recent years, however, the majority of Chinese societies have been in transition, and traditional Chinese culture is also changing. These developments have brought about changes in strategies of the overseas Chinese firms. To study these changes, this paper focuses on the manufacturing industries in a major emerging market, China, and reports evidence of changes in both culture and business strategy of overseas Chinese firms. Concludes with a discussion on the implications of the findings for both researchers and practitioners.

High-tech industries and competitive advantage in emerging markets: A study of foreign telecommunications equipment firms in china

Abstract This paper deals with the issue of competitive advantage among high-tech industries in emerging markets. It is argued that, for high-tech multi-national companies (MNCs) competing in emerging markets, technology leadership generates some very important competitive advantage that past research has not studied sufficiently. Data from 408 foreign-funded firms competing in Chinas telecommunications equipment industry provides convincing evidence supporting this argument. The results of this study highlight the need for high-tech firms to maintain technology leadership in international markets, including emerging markets. The paper concludes with a discussion on the implications of the findings.

The influence of collectivist human resource management practices on team-level identification

In this study, we investigate how a culturally specific human resource management (HRM) approach influences employees relational identification at the team level, which may in turn influence the behavior of team members. Given the boundary condition of a collectivistic societal culture, collectivist HRM helps improve employees team-level identification and their performance. Collecting empirical data from firms in different regions of China, we found that the collectivism-oriented HRM approach has a positive effect on employees team-level relational identification. This team-level identification, in turn, can significantly improve the job satisfaction of team members and reduce their turnover intention. We conclude with a discussion of the implications of our findings for academic researchers and practitioners.

Human resource management and the globalness of firms: An empirical study in China

This study tests the relationship between what we call a firms globalness and its commitment to human resource management in its host countries. It is argued that the globalness of firms is positively influenced by their commitment to – or investment in – human resource management in their host countries. Data were collected from a list of the Worlds Most Admired Companies ranked by Fortune magazine (2003–2006). The results from data analyses suggest that the human resource management of multinational corporations in their host countries does indeed influence their globalness ranking. The study concludes with a discussion of the implications of the findings for practitioners and academic researchers.