Hostname: page-component-586b7cd67f-gb8f7 Total loading time: 0 Render date: 2024-11-22T06:06:06.409Z Has data issue: false hasContentIssue false
  • English
  • Français

The Intersection of Economic, Social, and Political Forces: Small and Medium-Sized Enterprises and Family Businesses in China

Published online by Cambridge University Press:  29 April 2022

Dali Ma  and
Xiaowei Rose Luo
Dali Ma
Affiliation:
Drexel University, USA
Xiaowei Rose Luo
Affiliation:
INSEAD, France
Get access Rights & Permissions [Opens in a new window]

Extract

Small and medium-sized enterprises (SMEs) play a significant role in China. Based on recent statistics, about 67% of firms were non-state owned, which contributed 47% of the R&D in 2017 (Report of the Top 500 Firms in China, 2017). The majority of these firms are SMEs, many of which are family businesses. Despite their importance, we lack both theoretical and empirical understanding of how these firms cope with the opportunities and challenges in China's fast-changing transitional market. In light of the mission of Management and Organization Review (MOR), i.e., publishing ground-breaking insights about management and organizations in China, we called for this special issue in order to promote the value of the unique Chinese institutional context for management inquiries.

Type
Article
Information
Management and Organization Review , Volume 18 , Special Issue 2: Small and Medium-Sized Enterprises and Family Business in China , April 2022 , pp. 216 - 222
Copyright
Copyright © The Author(s), 2022. Published by Cambridge University Press on behalf of The International Association for Chinese Management Research

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Chen, W., Zhou, A. J., Zhou, S. S., Hofman, P., & Yang, X. 2022. Deconstructing SEW: Social wealth and emotional wealth as core properties of family firms. Management and Organization Review, 18(2): 223–250.Google Scholar
Haveman, H. A., Jia, N., Shi, J., & Wang, Y. 2017. The dynamics of political embeddedness in China. Administrative Science Quarterly, 62(1): 67–104.CrossRefGoogle Scholar
He, X., & Liu, J. 2022. Between legitimacy and socioemotional wealth: Family ownership and the party branches building of Chinese private enterprises. Management and Organization Review, 18(2): 251–278.Google Scholar
Hillman, A. J. 2005. Politicians on the board of directors: Do connections affect the bottom line? Journal of Management, 31(3): 464–481.CrossRefGoogle Scholar
Lei, L., Fu, Y., Wu, X., & Du, J. 2022. The match between structural attributes and content-based orientation of managerial cognition: An exploratory fsQCA study of ‘Hidden Champions.’ Management and Organization Review, 18(2): 395–423.Google Scholar
Lu, F., Huang, X., Xu, E., Chung, C., & He, X. 2022. Instrumental love: Political marriage and family firm growth. Management and Organization Review, 18(2): 279–318.Google Scholar
Siggelkow, N. 2007. Persuasion with case studies. Academy of Management Journal, 50(1): 20–24.CrossRefGoogle Scholar
Zhu, F., & Zhou, H. 2022. Perceived parental care and next-generation family members’ succession intentions: The sequential-mediating role of general self-efficacy and perceived person-job fit. Management and Organization Review, 18(2): 319–357.Google Scholar
Zhu, Z., & Kang, Y. 2022. A far-reaching parental love? Co-governance of intergenerational succession and innovation activities in Chinese family firms. Management and Organization Review, 18(2): 358–394Google Scholar