Comparison of Entrepreneurship Environment for Executives between State‐owned and Private Enterprises in China

Zhu, Ming; Camp, Robert C.; Ashamalla, Maali H.; Garg, Raj

doi:10.1111/j.1749-124x.2007.00095.x

Cited by 4 publications

(3 citation statements)

References 13 publications

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“…The strength of organizational management change is reflected by the share of non-state-owned enterprises. Private enterprises are an important microsupport for the efficiency of the Chinese economy, being more innovative and cost-effective [ 42 ], having a positive impact on productivity [ 43 ], operational management that tends to be more efficient than that of state-owned enterprises [ 44 ], scientific and rational changes that are beneficial to enhance marketability, and improved input–output efficiency. All of these aspects promote the level of HQDM, and, so, organizational management changes have a significant positive impact on HQDM.…”

Section: Discussionmentioning

confidence: 99%

Statistical Measurements and Club Effects of High-Quality Development in Chinese Manufacturing

Lin

Wen

2022

IJERPH

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Advanced manufacturing is the pillar for building a modern economic system. We measured the level of high-quality development of manufacturing (HQDM) in China, and found that it has gone through the three stages of expansion, cultivation, and promotion. Spatially, it is characterized as “high in the east, low in the west” and “fast in the west, slow in the east”, and presents non-equilibrium characteristics. To overcome the subjective bias introduced by artificially set clubs, we utilize a data-driven nonlinear time-varying factor model for clustering into four convergent clubs, where provinces with higher intensity of environmental regulation and environmental preference tend to move closer to the clubs with a higher level of HQDM. We reveal the convergence patterns and regional differences in HQDM, which provides a new perspective for determining the trends of high-quality manufacturing development, thus allowing for policy recommendations targeted at narrowing the manufacturing development gap.

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Section: Discussionmentioning

confidence: 99%

Statistical Measurements and Club Effects of High-Quality Development in Chinese Manufacturing

Lin

Wen

2022

IJERPH

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“…The solidification effect of the management hierarchy leads to an inconsistency between the personal and organizational interests of managers of large SOEs (Shen et al, 2020). Due to self‐interest, managers of SOEs have an inherent lack of innovation and entrepreneurship (Zhu et al, 2007). And it is difficult to promote employee‐driven innovation due to outsider control and short‐term tenure of top managers (Miao & Ji, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Attribute imbalances and innovation implementation based on grounded theory: A case of Chinese enterprises in Gansu Province

et al. 2023

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The purpose of this study is to explore what are the determinant influencing factors of the dilemma faced by state‐owned enterprises (SOEs) in implementing innovation‐driven development strategy (IDDS), to propose a suitable localized theory. It also suggests specific actions to break the post‐effects dilemma with the support of this theory. Based on the innovation‐driven survey data of provincial SOEs in Gansu Province, this study adopts grounded theory to conduct exploratory research. This paper constructs a behavior process model of “pre‐motivation, innovation path, and post‐effects dilemma” to drive SOE's innovation and expounds on the incidence relation among the three. The results show that the external administrative force and institutional mechanism drive have both indirect and direct impacts on the innovation path choice of SOEs. The endogenous drive is distorted by external administrative force and institutional mechanism drive, leading to the limited innovation path choice and post‐effects dilemma. This paper puts forward the theory of “Attribute Imbalance–Weakened Autonomy–Sluggish Innovation” and explains why it is sometimes difficult to implement the IDDS of SOEs. However, there are some regional limitations in the application scenarios of the theory. Whether it has broader implications need to further explore. Future theoretical testing should be conducted with a sample of SOEs in developed market regions. It is possible to study the differences in the degree of government intervention in SOEs, the ways of intervention, and the impact of these differences on SOEs' balancing dual attribute conflicts.

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“…Private-owned enterprises (POEs) have only re-emerged in the last three decades in China since the economic transition; many of them have been established as the consequence of privatisation through stock listing, share issuance to employees, sales or mergers (Zhu et al, 2007). As an important part of the Chinese economy, this sector is growing intensively and has substantially increased its impact on the economy (Powell et al, 2013).…”

Section: Chinese Mnes and Their Ownershipmentioning

confidence: 99%

The management of Chinese MNEs’ expatriates

Zhong

Zhu

Zhang

2015

Journal of Global Mobility

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Purpose – Expatriate management is a popular topic in international human resource management (IHRM) because expatriates play a critical role in a firm’s international business operations. The purpose of this paper is to discuss the existing studies that often examine the expatriate management of developed country multinational enterprises (MNEs), aiming to help them identify, employ, prepare and retain expatriates and address challenges these MNEs may face, while how MNEs from emerging countries manage their expatriates is understudied. Design/methodology/approach – The knowledge of expatriate management from emerging market MNEs (EMNEs) may help us understand whether there is anything new for IHRM theory and practice. This conceptual paper aims to address this research gap by selecting China, a leading emerging economy, and reviewing the existing literature in both English and Chinese to examine the status quo of the expatriate management in Chinese MNEs to highlight challenges facing these MNEs in managing their expatriates when conducting outward foreign direct investment (FDI). Findings – This paper aims to make theoretical contributions by generating research propositions to address an under-researched area, i.e., how EMNEs manage their expatriates and the role of their expatriates in the outward FDI. Originality/value – No other person’s work has been used in the main text of the paper. This paper has not been submitted for the award of any other degree or diploma in this or any other tertiary institution.

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Comparison of Entrepreneurship Environment for Executives between State‐owned and Private Enterprises in China

Cited by 4 publications

References 13 publications

Statistical Measurements and Club Effects of High-Quality Development in Chinese Manufacturing

Statistical Measurements and Club Effects of High-Quality Development in Chinese Manufacturing

Attribute imbalances and innovation implementation based on grounded theory: A case of Chinese enterprises in Gansu Province

The management of Chinese MNEs’ expatriates

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