Clan culture, strategic orientation and new product performance in Chinese marketing ventures: an exploration of main and moderating effects

Abstract

We investigate the role of Chinese clan culture in influencing firms' strategic orientations and new product performance outcomes in this transitional economy. We also test the moderating effects of the type of marketing venture (independent or corporate) pursued and the type of product development strategy (improved or novel) employed. We report the results of an empirical study of 187 high-technology new product, marketing ventures in China. The extant literature is replete with examinations of Chinese national culture embodied in bureaucratic characteristics such as 'guanxi' or Confucian ideology. In contrast, we examine culture within the firm and consider that firms' clan culture, which is characteristic of Chinese collectivist ideals, can influence the strategic orientations they adopt. We find that clan culture is positively linked to strategic analysis and strategic defensiveness. We also identify positive relationships of strategic analysis and strategic defensiveness with new product performance. Finally, we reveal moderating effects of marketing venture type and product development strategy on clan culture -strategic orientation -new product performance links.

Corporate culture, environmental innovation and financial performance

“…Because both clan and hierarchy cultures focus on the internal situations of firms and the core of eco‐organizational innovation is also internal, this internal focus enables clan and hierarchy cultures to have an impact on eco‐organizational innovation, but not on eco‐process and eco‐product innovation. Unlike clan culture, which constructs an atmosphere high in trust and low in resistance to change (Chuang, Morgan, & Robson, ; Moorman, ), hierarchy culture is based on stability and levels of control, which leads to its negative impact on eco‐organizational innovation.…”

Does Team Culture Matter? Roles of Team Culture and Collective Regulatory Focus in Team Task and Creative Performance

“…Although no knowledge is available for the link between culture and regulatory focus at the organizational level, organizational culture literature suggests the significant effect of organizational culture on firms’ strategic orientation (e.g., Chuang, Morgan, & Robson, 2012; Deverell & Olsson, 2010). Similarly, by claiming that the dominant culture in an organization influences its strategic orientation with respect to goal accomplishment and task execution, Mintzberg (1979) disapproved the proposition that organizational strategies drive organizational culture.…”

Retail Buyer Control Systems: Implications of Buyer Behavior Strategies for Performance

“…For example, the issues of logistics, private brand development, relationship-specific investments, and information sharing with other buyers, store staff, and suppliers may be considered in this model. Second, there is scant research into clan control despite its compelling nature (Chuang et al, 2012). For this reason, our knowledge of clan control is insufficient compared to other control systems in this field.…”

“…Second, there is scant research into clan control despite its compelling nature (Chuang et al, 2012). For this reason, our knowledge of clan control is insufficient compared to other control systems in this field.…”