PurposeThe purpose of this paper is to reveal how Chinese private entrepreneurs behaved in a transition economy with a weak institutional environment to obtain organizational legitimacy.Design/methodology/approachDrawing on five consecutive nation‐wide surveys from 1997 to 2006 in China, the study provides empirical evidence and theoretical explanation on private entrepreneurs' behaviors in obtaining organizational legitimacy in China's transition economy.FindingsThe paper finds that the institutional environment in China's transition economy for private firms was weak. Specifically, weak property protection and Three Payouts showed a high risk of property confiscation for private firms; an under‐developed (discriminatory) financial system and a weak credit system had been big obstacles for the development of private firms, which resulted in debt chain among firms, a substitution for the weak financial system. Under such a hostile institutional environment where firms have been facing a high risk of organizational legitimacy, private entrepreneurs have great willingness to connect with government officers, participate in PC or CPPCC which are likely be politically connected, employ isomorphism in organizational structure, apply government‐oriented corporate social responsibility behaviors, on which they depend to obtain organizational legitimacy in transitional economy.Originality/valueThe paper exhibits the institutional environment in the past ten years in China's transition economy, and proposes the likely ways in which private entrepreneurs choose to establish legitimacy under a weak institutional environment.

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Plants are sessile organisms, and they can not move away under abiotic or biotic stresses. Thus plants have evolved a set of genes that response to adverse environment to modulate gene expression. In this study, we characterized and functionally studied an ERF transcription factor from Artemisia annua, AaERF1, which plays an important role in biotic stress responses. The AaERF1 promoter had been cloned and GUS staining results of AaERF1 promoter-GUS transgenic A. annua showed that AaERF1 is expressed ubiquitiously in all organs. Several putative cis-acting elements such as W-box, TGA-box and Py-rich element, which are involved in defense responsiveness, are present in the promoter. The expression of AaERF1 can be induced vigorously by methyl jasmonate as well as by ethephon and wounding, implying that AaERF1 may activate some of the defense genes via the jasmonic acid and ethylene signaling pathways of A. annua. The results of electrophoretic mobility shift assay (EMSA) and yeast one-hybrid experiments showed that AaERF1 was able to bind to the GCC box cis-acting element in vitro and in yeast. Ectopic expression of AaERF1 could enhance the expression levels of the defense marker genes PLANT DEFENSIN1.2 (PDF1.2) and BASIC CHITINASE (ChiB), and increase the resistance to Botrytis cinerea in the 35S::AaERF1 transgenic Arabidopsis. The down-regulated expression level of AaERF1 evidently reduced the resistance to B. cinerea in A. annua. The overall results showed that AaERF1 positively regulated the resistance to B. cinerea in A. annua.

Purpose – The aim of this study is to explore the mediating role of executive competency in entrepreneurial-orientated corporations between entrepreneurial orientation and corporate performance. Design/methodology/approach – The authors conducted a survey of entrepreneurial-oriented enterprises mainly located in Beijing, Shanghai, Hangzhou, Shenyang, Dalian, Anshan, Chengdu, Guiyang, Wuhan, Taiyuan, Xi’an, Guangzhou, Shenzhen and so on, areas which cover North China, northeast of China, Yangtze River Delta and Pearl River Delta, and are largely representative of the population as a whole. A total of 300 questionnaires were issued with 276 returns, a response rate of 92 per cent; 248 of these were valid. Findings – First, executive competency in entrepreneurial-oriented corporations has four dimensions. These are profession features, concept features, interpersonal features and individual internal drive features; 15 competency elements are included in the above dimensions. Second, entrepreneurial orientation does improve corporate performance, and the positive influence is mainly through two dimensions, which are innovation and antecedence. Third, executive competency has a positive influence on corporate performance, thus confirming the effectiveness of executive competency as a dependent variable. Finally, executive competency has a partial mediating influence on the relationship between entrepreneurial orientation and corporate performance, with a full mediating influence on innovation and corporate performance, and a partial mediating influence on antecedence and corporate performance. Originality/value – The conclusions have important implications. Theoretically, the executive competency model, which fits entrepreneurial orientation, is constructed, and the relationship between entrepreneurial orientation and corporate performance is enriched and extended to include executive competency, which provides a theoretical foundation and empirical support for understanding and explaining entrepreneurial strategy in Chinese corporations. In terms of practical implications, this study helps entrepreneurial-orientated corporations to develop a proper human resources management system to recruit, evaluate, train and develop executives, resulting in continuous performance improvement.

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