Yim‐Yu Wong

Diversification and Economic Performance: An Empirical Assessment of Chinese Firms

Integrating the impact of both resource and institutional factors and taking into consideration potential agency problems, this study proposes to investigate the joint effect of both related and unrelated diversification strategies on firm performance in an emerging economy setting and to assess empirically the hypothesized relationship using Chinese firms. The empirical results support the basic contention that both resource building and utilization through concentration and related diversification and institutional environmental management through unrelated diversification are important for firm performance in emerging economies but they must be considered together. This paper concludes with a discussion of its contributions, practical implications, and directions for future research.

The hesitant transfer of strategic management knowledge to international joint ventures in China: greater willingness seems likely in the future

Briefly outlines the development and attraction of the “joint venture” approach to foreign investment in China. Provides a number of in‐depth interviews with top management personnel of five well‐known international joint ventures. Attempts to discover what strategic management knowledge was transferred from the Western partner. Finds only limited evidence to suggest such a transfer was taking place but suggests that these ventures are still relatively new. Points to China’s likely entry into the World Trade Organisation as an opportunity for change.

Organisational learning and the risks of technology transfers in China

The transfer of technology from the foreign partner to the domestic partner has been a problem for international joint ventures throughout the world, but particularly in China. Because of the nature of organisational learning, especially in its tacit forms, such transfers can occur quite subtly without the foreign partner realising what has transpired until it is too late. The problem is complicated by the fact that technology is short‐lived and must be exploited within narrow time frames, the fact that the Chinese partner’s primary interest is in acquiring the foreign partner’s technology, and the fact that the foreign partner typically shows little interest in obtaining the Chinese partner’s unique non‐technical knowledge as an offset. This article attempts to show how technology transfers can be controlled in the first place and how the foreign partner’s competitive advantage can be preserved by acquiring the domestic partner’s unique knowledge of host country circumstances.

National culture and innovation capability: some observations concerning Chinese‐Americans

Purpose – The purpose of this paper is to review the literature and discuss the relations between national culture, national subcultures and innovation based on three perspectives: divergence, convergence and crossvergence.Design/methodology/approach – Based principally on previous studies in the “culture” and “culture and innovation” literature, this paper reviews two key sets of literature: first, the three perspectives of macro‐level cultural interaction are reviewed; second, the relationship between culture and innovation is reviewed. Hofstedes five dimensions of culture in the workplace are employed when discussing the impact of culture and innovation.Findings – The outcome of the review suggests that the product of crossvergence (Chinese‐American culture in this case) has a high potential to be more innovative than one of the two interacting cultures (Chinese), but does not draw a conclusion regarding relative innovativeness between Chinese‐American and US culture. It is generally found that Wester...

Culturally based differences in work beliefs

Considers the nature of beliefs and differentiates between three different kinds of beliefs as defined by Rokeach. Outlines the findings of a survey of business and economic students from a variety of countries in order to establish if work beliefs vary across nations. Suggests that there are significant differences and that future research should focus on what will motivate Western managers in the now developing information age.

The hesitant transfer of strategic management know‐how to foreign wholly owned subsidiaries in China

The seconf of two articles on the transfer from foreign companies to affiliates in China. Addresses wholly owned subsidiaries. Tries to determine strategic management know‐how and if it is currently being transferred. Attempts to forecast the likelihood of access to China’s domestic market and if this will grow.

Exploring Taiwan’s competitive advantages: present and future

States that competitive advantage is like a moving target, changing over time as market conditions, consumer demand and resource availability vary. Provides a case study of Taiwan’s present advantages within the heights of the Asian economic growth and the recent economic crisis. Considers the ability of the country to sustain its remarkable growth rate and ask whether it needs to develop a new set of advantages. Uses Porter’s Diamond model in the “Competitive Advantage of Nations” (1990) to examine this issue. Concludes that the biggest threat is that of China’s claim to Taiwan’s territory.

Taiwan: a tiger increasingly at bay but still ferocious

Assesses the effects of the Asian economic crisis on Taiwan and identifies some reasons why it has been less dramatically affected than other Asian countries. Discusses its actual and planned policies aimed at strengthening the economy further by maintaining currency stability, improving competitive strengths in both hi‐tech industries and manufacturing, entering new export markets, stimulating domestic demand and reforming financial institutions and regulations. Recognizes the political threats it faces but believes that increasing trade with and investment in China has reduced them.

Strategies for Japan’s protected market: rice as a case in point

Outlines the Japanese system of protectionism as a global barrier and focuses on the rice markets as one of the first markets to be opened up. Analyses the reasons for this and offers strategies for overseas companies to take advantage of this opportunity. Suggest that these examples can then be applied to other markets.

The Influence of Chinese American Cultural Values on Workplace Communication, Innovation, and Teamwork

Summary Most intercultural research examines the impacts of cultural differences on interactions between organizations nurtured in different cultures (e.g. between a British firm and a Japanese firm) or of expatriate situations (e.g. a US manager in a French subsidiary). Our focus is instead on the impacts of mingling people from different (national) cultures within a given organization. The Chinese diaspora provides a significant population interacting to various degrees with diverse host communities. Chinese Americans represent a major multi generational concentration of overseas Chinese, offering researchers a range of potential degrees of adaptation. To what degree, and in what way, do American values alter traditional Chinese behavior patterns, particularly in trust building, communication, teamwork, and innovation? Conversely, how do indigenous Chinese values affect Chinese American perceptions, attitudes, and actions in these situations? Finally, how can these dynamics contribute to innovative climates and organizational advantage for firms employing Chinese Americans, or (by extension) members of other intercultural groups? Our paper examines prior research into cultural values among various populations of Chinese people. We draw five propositions about the nature of Chinese American culture using Holitede’s original dimensions and the Chinese Value Survey, and examine their managerial implications.