Managerial Success Factors

Abstract

This article reports on an exploratory study conducted in the People's Republic of China (PRC) to identify the managerial success factors perceived by Chinese managers to be important in their market economy. The study also looked at how these factors are exhibited by recent graduates of Chinese universities now working in Chinese firms. Questionnaire responses were collected from managers in 113 Chinese state-owned exnterprises (SOEs) and private firms. Managers in both types of firms agreed on the relative importance and presence of the following factors: work habits, teamwork, creativity, ethics, communication, leadership, and business area knolwedge. Respondents gave higher ratings to the importance of each factor than to its presence in the recently hired gradutes. The results of this study provide a management profile of knowledge, skills, and abilities considered desirable by Chinese managers for today's market economy in the People's Republic of China. The identification of gaps between importance ratings and presence ratings provides valuable insight into changes that should be considered by educators in the design of business area currucula in Chinese universities.     

Guanxi and Salesforce Management Practices in China

Executives in 111 foreign enterprises selling within the People's Republic of China completed questionnaires examining the extents to which guanxi was recognized as a critical factor in salesforce marketing, and the influences of such recognition on their companies' local salesforce remuneration policies. The results suggest that businesses which did regard guanxi as important for Chinese salesforce marketing were more likely to employ behaviour-based than outcome-based reward systems. This finding is compatible with the proposition that the banking and recall of personal favours, network integration, willingness to rely on partners and other guanxi-related characteristics can lead to sales performances for which outcome-based remuneration systems may not be appropriate. Notwithstanding the influence of guanxi on the manners in which salespeople were paid, volatility in the business environments within which firms operated encouraged their managements to adopt more market-led approaches to remuneration. Differences in the perceptions of the role of guanxi held by managers in foreign firms based in Chinese commonwealth and in other countries were also investigated. It emerged that companies based in the Chinese commonwealth acknowledged the importance of guanxi to a greater extent than companies with headquarters in Western nations. The longer a company had operated in China the more likely it was to incorporate guanxi considerations into its local management systems.     

Advertising Budgeting Methods and Processes in China

By absorbing advanced knowledge and business practices from their overseas partners, international joint ventures (IJVs) have helped the development of many aspects of Chinese business. Do IJVs in China use more sophisticated advertising budgeting methods than their local counterparts? To test this, a construct was devised to measure budgetary sophistication, taking into account the tendency of firms to use multiple methods. Then, personal interviews were conducted with over 200 advertisers in China, representing a mix of Chinese state-owned enterprises (CSOEs), IJVs, and private companies. Their budgeting sophistication scores were then related to demographic, attitudinal, and behavioral variables. Results showed that the most common budgeting method used was "judgmental" and the most common decision-making process was "bottom-up, top-down." On average, firms used more than two budgeting methods. IJVs and firms that adjust their budgeting methods for different profitability levels used more sophisticated budgeting methods. Theoretical implications are discussed, and recommendations are made for firms that are working in or considering entering the Chinese market.     

Key success factors of multinational firms in China

This article presents the latest empirical findings on factors critical to the success of multinational companies (MNCs) investing in the People's Republic of China. The study, based on recent face-to-face interviews with managers from MNCs in China, shows that critical success factors for these MNCs include: CEO's long-term commitment to the Chinese market, thorough predeparture training and feasibility studies, patience and persistence, effective use of Chinese intermediaries, bringing a brand name image, establishing wholly owned structures whenever possible, finding qualified local partners in joint ventures, winning trust from Chinese officials and managers, and developing good human resource management. The study has laid a solid foundation for a quantitative survey of these issues in the future. ©1998 John Wiley & Sons, Inc.     

China's managers

This is a preliminary attempt to look at the environment within which senior executives in the People's Republic of China (PRC) operate and to throw some light on their managerial behavior. It tries to compare the way in which they allocate their time between various activities with Mintzberg's findings on the behavior of Western managers. The spread of Western-style management training in China during the last decade is discussed, and the fact that the managers studied made the effort to set aside significant amounts of uninterrupted time for their own personal education is pointed out.     

The drivers of domestic acquisitions in People's Republic of China: a resource-based analysis

Domestic acquisitions of firms in emerging markets have so far evaded scholarly interest. This article contributes to closing this gap by looking into the drivers of cross-province acquisitions in the People's Republic of China, covering 569 deals in manufacturing industry conducted between 1999 and 2012. Drawing on the resource-based view, this study looks at prior Chief Executive Officer (CEO) experience and organizational slack as two drivers of cross-province acquisitions, and analyses the moderating effects of firm ownership types and the location of an acquiring firm. The results show that private firms having CEOs with experience outside of the home province are the drivers of cross-province acquisitions in China.     

Perceptions of Offensive Advertising Elements: A China–U.S. Comparison

ABSTRACT

As China continues to rapidly expand and further open itself to market forces, the People's Republic arouses significant interest as a new mega-market. Consequently, the influx of new business opportunities and advertising has resulted in Chinese consumers increasingly exposed to potentially offensive advertising. While some products and images may seem acceptable when advertised in the West, there are some that may offend Chinese cultural sensitivities. The purpose of this study is to better understand similarities and differences that exist between American and Chinese perceptions surrounding offensive advertising. The results highlight a number of statistical cultural differences that have business implications for international marketers.     

Motivation to Manage in China: Implications for Strategic HRM

Since 1979, the People's Republic of China (PRC) has made tremendous economic progress. As a result, China and its management practices have received increasing research attention. Human resource management practices in China have been extensively explored elsewhere. Unfortunately, little research has dealt with the concept of hierarchical role motivation theory; its main construct, motivation to manage; and its potential implications for strategic human resource practices in the PRC. The study reported here is an attempt to fill this void.     

中国式融资融券与企业金融化——基于分批扩容的准自然实验

本文聚焦于中国经济“脱实向虚”背景下非金融企业金融化问题,将分批次放开融资融券限制作为准自然实验,构造双重差分模型,探究融资融券机制对企业金融化行为的影响。研究发现,融资融券机制的实施总体上会显著地促进企业金融化。这种促进作用主要源于实际交易中占主导地位的融资机制。虽然融券机制对企业金融化有一定的抑制作用,但在融资交易与融券交易高度不对称的情形下,活跃的融资交易加剧了企业配置金融资产的短期投机套利行为。金融资产与经营资产的收益率差距和股价下跌风险是企业调整投资策略的两个关键因素。进一步研究发现,融资融券对企业金融化的影响只存在于管理层持股和机构持股比例较高、产品市场竞争较弱和处于牛市行情等情形中。本文有助于理解中国式融资融券的经济后果,也从制度环境层面为厘清非金融企业“脱实向虚”的内在机制提供了一个新视角。     

A multiple constituency approach to IJV performance measurement

This paper analyses the differences in the way partner firms assess the performance of international joint ventures (IJV). It is argued that an understanding of these differences is important for the practice of, and for research into IJV management. From a managerial point of view, firms, as well as IJV management, need to know how the partners evaluate the venture's performance. From a research perspective such differences can distort the results of studies that compare the performance of IJVs with other organizational designs or aim to identify the determinants of IJV performance. A multiple constituency approach is employed to develop hypotheses and test them using empirical data gathered through a questionnaire survey among 110 managers of German–Chinese joint ventures (GCJV) in the People's Republic of China. This is supplemented by qualitative data gathered through in-depth interviews with 25 managers. The findings highlight a number of differences regarding the way in which partner firms assess the performance of IJVs that are relevant for practice and research.     

Corporate governance effectiveness during institutional transition

Is corporate governance effective during the early stages of transition from central planning to market? If so, is the effectiveness due to the newly instituted reforms, or the remnants of the previous institutional regime? This study addresses these questions by drawing on agency theory and neo-institutional theory to examine the effectiveness of corporate governance during transition in the largest of the transition economies, the People's Republic of China. We choose a period of institutional upheaval—1998–2003—and test competing hypotheses with a sample of 416 publicly listed firms. We find strong evidence that poor-performing CEOs are more likely to leave or be dismissed which suggests that China's corporate governance was effective during this time period. However, the results also suggest that the effectiveness was likely due more to the remnants of the previous institutional regime than to the newly implemented Anglo-American style governance structures.     

Bankers' responses to the ETC Act: Attitudes and the degree of international involvement

Past research has identified several variables as determinants of the export behavior for manufacturing firms. This article studies the banking community's decision to participate in the Export Trading Company Act of 1982 by examining their attitudes and their degree of international involvement. It concludes that the banking community's intention to participate in export trading companies is indeed a function of their attitudes toward the legislation and the stage of their international involvement.     

News media and insider trading profitability: An emerging country perspective

We test news media's disciplining by dissemination role and predictive power in insider trading related issues with a large and novel dataset on Chinese firms between 2008 and 2017. We find that more media coverage is associated with significantly lower level of insider trading profitability, which confirms the disciplining by dissemination role of media documented in the developed market. However, as a new evidence to the media and insider trading literature, we also find that media's negative tone has a positive correlation with future insider trading profitability, which is consistent with the media predictive power argument. In addition, we find that media's predictive power is amplified by a firm's good governance structure and low level of information asymmetry. Our study shows news media's effectiveness in predicting opportunistic insider trading in China.     

Results of the contract responsibility system in the people's republic of China: An analysis of two state enterprises

In the People's Republic of China (PRC) market oriented reforms have resulted in several initiatives that promote entrepreneurial activities within state enterprises. One of these is the Contract Responsibility System (CRS) which provides the financial structure for allocating the profits of state enterprises between the government and the enterprises. The objective of the CRS is to increase the profits of state enterprises by transforming them into self-supporting economic cells. It is the purpose of this study to examine the operation of the CRS. This study profiles two state enterprises operating under the CRS and discusses the reasons for their success or failure. © 1993 John Wiley & Sons, Inc.     

Corporate governance and insider trading regulation efficiency

This paper aims to measure insider trading probability and the corresponding regulation efficiency in China. Based on an identification of influencing factors of corporate governance, the author explores the relationship among insider trading, corporate governance, and corporate value. The author also uses, based on high-frequency financial data, the probability of insider trading to measure the degree of insider trading in China’s security market. Results reveal that China’s security market has failed to punish and prohibit illegal insider trading effectively. However, the security market does exert certain constraints on insider-trading-ridden listed companies. The conclusion of this article is that by improving corporate governance, we can enhance the efficiency of insider trading regulation. Practical implications are also discussed.     

The endogenous role of location choice in product innovations

The location choice of product innovations is a prevalent phenomenon one that has received little attention in the literature. This study examines the ways in which comparative industry environment, technology and product characteristics, and entry timing affect the firm's location choice of new product development activities between headquarters and foreign subsidiaries and the implications of location choice for performance. Our findings indicate that: (1) firms are more likely to locate their new product development activities at foreign subsidiaries in mainland China than at headquarters in Taiwan when the industry environment at foreign subsidiaries is more favorable, when technologies and products are more mature, and when the entry to mainland China's market is earlier than that of its competitors; (2) in general, firms locating their new product development activities at headquarters in Taiwan perform better than firms locating their new product development activities at foreign subsidiaries in mainland China after controlling for endogeneity bias; (3) firms locating their new product development activities at headquarters (at foreign subsidiaries) perform better than if they had located their new product development activities at foreign subsidiaries (at headquarters). Managerial implications and future research directions are discussed.     

The Evolution of Conditions for Joint Ventures in China

An "opening" of the People's Republic of China to Sino-foreign joint ventures began in 1978. Thereafter, the size and number of such enterprises has continued to grow. This article examines the history of joint ventures in China and the devlopment of the environment in which they operate. Examples of successed and fialures, as well as a conceptual model of Sino-American joint venture activity, are presented. The effects of the repression in Tiananmen Square and the outlook for the future are discussed.     

Innovation and risk-taking in a transitional economy: A comparative study of chinese managers and entrepreneurs

This research was set in the People's Republic of China. As former socialist China moves from central planning toward a more market-driven economy, improved knowledge about the new environment and firm decisions within such an environment has significant implications. For organizational researchers, such a transition represents a genuine shift of paradigm, and thus offers a unique opportunity to test existing organizational theories and develop new ones. For multinational businesses seeking business opportunities, they have to compete or cooperate with these Chinese firms, whether state-owned or privately owned.Motivated by a deep curiosity in, using the language of Williamson (1996), “What is going on there” behind the “bamboo curtain,” and underpinned by a strong conviction that organizational researchers have much to gain as well as to offer by focusing on transitional economies, I undertook this study to examine characteristics of a regulatory environment and the impact on innovation and risk-taking among Chinese managers and entrepreneurs. I collected original primary data that represents managers from large state-owned enterprises (SOEs) and entrepreneurs from small privately-owned enterprises (POEs) through personal interviews and a survey. Significant differences were found between managers and entrepreneurs in their reported environmental characteristics, strategic orientations, size, and firm performance, indicating that managers are not as innovative and are less willing to make risky decisions than entrepreneurs. Being smaller and faster than SOEs, entrepreneurial firms have adopted some strategies that distinguish them from their larger and more established competitors. Speed, stealth, and sound execution allow entrepreneurs to harvest first-mover advantages and thus increase their chances for survival in a turbulent environment.     

Knowledge,Skills, and Abilities for the Market Economy: An Investigation of Student Perceptions Before and After China's WTO Entry

This exploratory study conducted in the People's Republic of China sought to determine the managerial knowledge, skills, and abilities (KSAs) that are perceived as important for the Chinese market economy. Questionnaire responses were collected from 145 business students in 2001 (before China's WTO entry) and 141 business students in 2006 (after China's WTO entry). The identified set of eight managerial knowledge, skills, and abilities included: business area knowledge and skills, communication skills, creativity/adaptability, ethics, leadership, problem solving, teamwork, and work habits. For each time period examined, the mean score for “importance” of each KSA was significantly higher than the mean score for “presence.” The differences between the importance mean and the presence mean for each KSA was denoted as a “gap.” This study revealed that five of the eight KSAs had a significantly smaller gap in 2006 than in 2001. This suggests that the business education system in China is enabling the development of more effective managers for the Chinese market economy.     

Immigrant social networks and foreign entry: Australia and New Zealand firms in the European Union and Greater China

Based on social networking and ethnic networking theories, this paper presents a theoretical framework that hypothesizes the linkages between immigrant social networks and foreign market entry (FME) strategies for firms operating in the European Union (EU) and Greater China (GC) region. “Immigrant effect” (IE) is used as a proxy for immigrant social networks. IE refers to firms that are owned and/or hired immigrants in key decision-making positions to manage and/or market their products/services in the immigrant's country of origin (COO). The findings of this study reveal that immigrants do play a pivotal role in affecting the choice of FME mode into their respective COO in both EU and GC regions. As such, firms could employ a standardized IE–FME framework across the EU and GC regions. However, the antecedents for choosing an IE are different for both regions, thus suggesting that a different antecedent-IE framework for the EU and the GC regions. The results suggest that both standardized and adapted approaches should be considered when formulating the antecedent-IE–FME framework for the EU and GC regions. The findings of this study has theoretical implications for research pertaining to social network/ethnic network and FME, standardization/adaptation as well as practical implications for firms that seek to use IE in transacting business in the immigrant's COO.