The emerging research on indigenous management in Asia

Li, Peter Ping; Sekiguchi, Tomoki; Zhou, Kevin Zheng

doi:10.1007/s10490-016-9484-x

Cited by 21 publications

(15 citation statements)

References 32 publications

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“…Such an identification of the cultural roots of compositional capability makes a salient contribution to the CBV by embedding it into the cultural and historical context. This contribution answers the call for more contextualized research in general (Li, Leung, Chen, & Luo, 2012;Li, Sekiguchi, & Zhou, 2016) and for more research on the link between culture and capability in particular (Luo & Child, 2015;Lu et al, 2008;Peng et al, 2016;Yang et al, 2012). It is worth repeating that the above cultural values are all rooted in the underlying Chinese philosophy of harmony.…”

Section: Contributionsmentioning

confidence: 61%

The cultural roots of compositional capability in China: balanced moderation

Zhou

et al. 2019

Asia Pac J Manag

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A large number of Chinese firms lack the resources for having competitive advantages. Under this severe constraint, such firms are forced to find new paths toward developing certain competitive advantages, including the ability to combine ordinary resources into novel competitive advantages, which is referred to as compositional capability. Such a special capability underlying novel competitive advantages is related to certain cultural factors, such as the Chinese cultural tradition in the case of China. However, the potential links between compositional capability and the Chinese cultural tradition remain poorly understood and largely unspecified. This paper responds to the call for more research on identifying relevant cultural factors by explicating the inherent connections between compositional capability and the Chinese cultural value of balanced moderation.

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Section: Contributionsmentioning

confidence: 61%

The cultural roots of compositional capability in China: balanced moderation

Zhou

et al. 2019

Asia Pac J Manag

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“…Outside of China, there is a tradition of research arguing that board composition, leadership structure, and incentive mechanisms can influence organizational outcomes (Dalton et al, 1998(Dalton et al, , 2007. Given the significant institutional differences between China and developed economies, an important debate continues to rage over the impact of standard governance mechanisms on firm performance in China (Li et al, 2016;Peng, 2004;Tsui, 2007). Standard monitoring and alignment mechanisms are hinged upon the assumptions of self-orientation (Bruce et al, 2005;Davis, 2005) and market maturity (Young et al, 2008), which may not be a natural fit for economies characterized by relationship-based regimes and underdeveloped market institutions (Sundaramurthy and Lewis, 2003).…”

Section: Introductionmentioning

confidence: 99%

“…The most notable reforms in China have included appointing outside directors, separating the positions of board chair and chief executive officer (CEO), and providing executive compensation packages that include contingent forms of pay – underpinned by what are generally viewed as ‘good’ or standard corporate governance principles (Chen et al, ). These reforms and their impact on firm outcomes has therefore provoked increasing scholarly attention in the context of China, making them the most widely studied forms of internal corporate governance (Li et al, ; Tsui, ).…”

Section: Introductionmentioning

confidence: 99%

Corporate Governance in China: A Meta‐Analysis

Mutlu

Essen

Peng³

et al. 2018

J Management Studies

107

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How has the impact of ‘good corporate governance’ principles on firm performance changed over time in China? Amassing a database of 84 studies, 684 effect sizes, and 547,622 firm observations, we explore this important question by conducting a meta‐analysis on the corporate governance literature on China. The weight of evidence demonstrates that two major ‘good corporate governance’ principles advocating board independence and managerial incentives are indeed associated with better firm performance. However, we cannot find strong support for the criticisms against CEO duality. In addition, we go beyond a static perspective (such as certain governance mechanisms are effective or ineffective) by investigating the temporal hypotheses. We reveal that over time, with the improvement in the quality of market institutions and development of financial markets, the monitoring mechanisms of the board and state ownership become more strongly related to firm performance, whereas the incentive mechanisms lose their significance. Overall, our findings advance a dynamic institution‐based view by substantiating the case that institutional transitions matter for the relationship between governance mechanisms and firm performance in the second largest economy in the world.

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“…First, the indigenous 'paradigm' is considered as a suitable approach, in which one perspective is derived from what indigenous people think, and how things are perceived in their world (Wilson, 2001, p. 175). There has been high interest in indigenous research, particularly in Asian countries, in which epistemology encompasses `context-sensitive and context-specific approaches to a uniquely local phenomenon or issue in Asia, which may have global implications` (Horak, 2014;Li, Sekiguchi, & Zhou, 2016;Porsanger, 2004). Second, there is a growing trend of an indigenous researcher to conduct his/her own cultural context, which constructs a different contextualization and understanding, compared with a non-indigenous observer (Horak, 2014;Meyer, 2006;Tsui, 2004).…”

Section: Methodsmentioning

confidence: 99%

The Construction of Kekeluargaan as an Indonesia’s Organizational Culture

Hermawan

Loo

2019

Hum.

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Indonesia has the largest economy in Southeast Asia and the seventh largest GDP in the world, yet little is known about Indonesia’s organizational culture. This paper develops a deep understanding of kekeluargaan (kinship), which derives from an anthropological and sociological epistemologies. The paper explores Javanese culture as the foundation of Indonesia’s business context. A qualitative and indigenous approach was designed to determine if the kekeluargaan norm exists in the Indonesian workplace today. Document analysis and semi-structured interviews were used to collect data. The findings show that the kekeluargaan norm acts as the foundation of Indonesia’s organisational culture; with, hormat (respect) and rukun (harmony). Three proposition are given to consider the importance of understanding kekeluargaan as a salient Indonesian organizational culture. The paper concludes managerial and theoretical implications to Indonesian business context.

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The emerging research on indigenous management in Asia

Cited by 21 publications

References 32 publications

The cultural roots of compositional capability in China: balanced moderation

The cultural roots of compositional capability in China: balanced moderation

Corporate Governance in China: A Meta‐Analysis

The Construction of Kekeluargaan as an Indonesia’s Organizational Culture

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