Dehybridization in the Face of the Party-State: A Longitudinal Case Study of a Chinese SOE's Corporate Governance Responses to Institutional Change

Yang, Jun Jie; Tsui‐Auch, Lai Si; Wang, Xueli

doi:10.1007/s10551-021-04879-0

Cited by 7 publications

(3 citation statements)

References 82 publications

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“…Second, it emphasizes the leading role of the Party, highlighting the leading role it plays in the governance and management of SOEs and innovation culture. On the one hand, the governance and management of SOEs must ensure the core control and influence of the Party on SOEs and play the leading role of the Party organization (Yang et al, 2023). For example, the development strategy of the enterprise needs to be confirmed through the party congress, and major matters need to be considered by the party committee; on the other hand, the party members are required to play a leading role and strengthen the cultivation of innovative culture atmosphere.…”

Section: Factors Influencing Innovation‐driven Strategies In Soesmentioning

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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Section: Factors Influencing Innovation‐driven Strategies In Soesmentioning

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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“…A German state‐linked firm, Evonik, was not categorically stigmatized in the US, because German firms are not perceived by locals as executing their government’s political agenda or as violating the norms of a market economy. By contrast, a politically connected firm from China, Huawei, that launched an investment bid in the US was stigmatized, with many American stakeholders having in recent years exhibited a strong fear of Chinese firms based on their perceived susceptibility to the influence of their home‐country “party‐state” (Yang et al, 2021; Zhang, 2019). Our attempt to study the political ties–stigmatized category is timely given the increasing public attention to state‐owned or state‐linked firms amid a rapidly changing geopolitical environment (Witt, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Double Trouble: Containing Public Disapproval Arising from an Interplay of Stigmatized Categories

Tsui‐Auch

Huang

Yang

et al. 2021

J Management Studies

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This study addresses the question of how interplays of stigmatized categories might trigger public disapproval and stigma response strategies. We develop two categories: possession of network ties with home‐country governments and market entry into salient industries in target nations. Based on a comparative study of four Chinese firms’ acquisitions in the United States and Australia, we show that (1) firms face different levels of disapproval amid differing interplays of the stigmatized categories and that (2) each firm adopts a distinctive response strategy. Our study contributes to the organizational stigma literature by theorizing about the relationships of categories’ interplays, disapproval levels, and stigma responses. It also adds to the embeddedness perspective by providing an argument for the socio‐political liabilities of strong ties, and it contributes to international business studies on exploring a theme of geopolitics and stigmatization of firms. Finally, it offers research directions relating to these fields of inquiry.

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“…A core challenge identified in the social entrepreneurship literature is managing hybridity, as social enterprises grapple with the often conflicting rules, goals, and norms—also called institutional logics—associated with their commercial and social activities (Haigh & Hoffman, 2012; Thornton & Ocasio, 1999). The challenges associated with hybridity can lead to dehybridization, referring to the shedding of institutional logics, or mission drift, which is the diversion of resources away from the organization's mission (Cappellaro et al, 2020; Jones, 2007; Yang et al, 2021). To prevent these outcomes, social enterprises seek tangible and intangible resources from a diverse group of partners, including suppliers, customers, non‐governmental organizations (NGOs), community members, and other non‐traditional supply chain actors (Lashitew et al, 2022; Pullman et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

Sink, swim, or drift: How social enterprises use supply chain social capital to balance tensions between impact and viability

Taylor

Rosca

2022

J Supply Chain Manag

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Social enterprises seek solutions for some of society's most pressing problems through the development of commercially viable businesses. However, pursuing social impact is often at odds with financial viability, and social enterprises need to engage with a wide range of stakeholders to access tangible and intangible resources to overcome this tension. Although the current literature emphasizes the need for social capital within social enterprises' supply chain relationships, it does not consider the costs associated with the development of such capital. This article examines how social enterprises develop social capital in their supply chain relationships and how this social capital affects their ability to pursue impact and viability. Using data from in-depth interviews with nine social enterprises, the findings indicate that the roles and positions of beneficiaries in supply chains determine the appropriate forms of social capital needed to sustain simultaneous impact and viability. The empirical insights highlight that structural and relational capital are most valuable within core supply chain relationships, whereas cognitive capital is most beneficial within peripheral relationships aimed at enhancing competitiveness. Further, social enterprises sometimes relinquish power in their supply chain relationships to prioritize impact but develop relational capital to mitigate threats of opportunism. This study advances a contingent view of social capital in cross-sectoral supply chain relationships and provides valuable implications for managers pursuing impact.

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Dehybridization in the Face of the Party-State: A Longitudinal Case Study of a Chinese SOE's Corporate Governance Responses to Institutional Change

Cited by 7 publications

References 82 publications

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

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

Double Trouble: Containing Public Disapproval Arising from an Interplay of Stigmatized Categories

Sink, swim, or drift: How social enterprises use supply chain social capital to balance tensions between impact and viability

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