While prior research generally acknowledges the positive effect of corporate philanthropy (CP) on firm performance, the underlying mechanisms regarding how or why CP leads to better financial performance remain unclear. We argue that employees as an influential firm stakeholder group may act as an important factor in realizing the value of CP. We specifically ground this study in social identity theory to investigate whether or not employees support CP by increasing labor productivity, as well as whether a firm's salary level and market visibility will moderate such an effect. Evidence from Chinese listed firms suggests that CP positively influences labor productivity. In addition, self-compared salaries and firm visibility strengthen the link between CP and labor productivity, suggesting that the value of CP depends on the support of key stakeholders such as employees.

In this article, I argue that in emerging markets firms' market capabilities are positively related to the political strategies that they employ to reduce the risks of expropriation by public and private entities. I focus specifically on the moderating conditions, including institutional environments that have direct constraint on governmental power, supportive policies that promote private sector growth, and developed legal systems. My empirical analysis utilizes data on privately owned Chinese enterprises. The results show that firms' market capabilities – as indicated by their asset turnover ratios and R&D intensity – are positively related to their likelihood of participating in key policymaking political organizations but this relationship is weaker in provinces that have more effective constraints on governmental power, more supportive policies for private sector growth, and more developed legal systems.

This paper provides a philosophical repositioning of human resource management (HRM) to further sustainable human resources development (HRD). We use a conceptual process, based on the work of French philosopher and Sinologist François Jullien. Despite its growing and diversified academic production, HRM research has become increasingly isolated from practice, from alternative views of human life, and from nature. This is at least partly due to its failure to self-question its Western centric roots. This paper describes some key conceptual innovations that deal with efficacy and ‘vital nourishment’ which are of particular interest for sustainable HRD. The question of how to feed life (or nourish it) in the workplace is illustrated by a gardening metaphor for managing human potential. In contrast to cross-cultural studies, this metaphor emerges from a dialogue between Western and Eastern philosophies, and offers alternative approaches to HRD based on some core insights from the Chinese tradition.

Drawing insights from the institutional embeddedness perspective, this article explores the changing patterns and significance of two types of strategic networking along with the institutional transformation in China. Using two-wave survey data on Chinese private firms, we find that after the state relaxed its control of resources the importance of networking with the state tends to decline, while ties with market actors become increasingly important. Determinants of network investment have shifted from managers’ perceived importance of different types of network ties to a firm's immediate institutional environment. Finally, the impact of networking on firm growth has also altered over time. These findings advance our understanding of the crucial role of the institutional environment in shaping firms’ networking strategies and have important theoretical and practical implications.

Chinese new ventures have two principal approaches to resource integration: the stabilizing approach, which makes minor changes to a firm's current resource bundles, or the pioneering approach, which creates new capabilities. Two characteristics of Chinese entrepreneurial environment are distinct: environmental dynamism (uncertain markets, unstable institutions and the rapid technology upgrading) and munificence (the degree of competitive intensity and resource abundance). This study suggests that environmental dynamism and environmental munificence moderate the relationships between resource integration approaches and competitive advantage. Results based on a study of 410 Chinese new ventures show that both stabilizing and pioneering approaches to resource integration positively influence new ventures’ competitive advantage under the condition of low environmental dynamism and either high or low environmental munificence. However, neither stabilizing nor pioneering approaches have a significant effect on new ventures’ competitive advantage under the condition of low environmental munificence and high environmental dynamism. Only the pioneering approach has a positive effect on new ventures’ competitive advantage under the condition of high environmental munificence and high environmental dynamism.

Although the role of top teams has been recognized in ambidextrous organizations, it remains unclear which characteristics and how the cognitive processes of top teams are used to address the dual cognitive challenges of ambidexterity. To address this puzzle, I developed a model in which I theorize that a top team with task-related diversity engaging in perspective taking will influence the achievement of an ambidextrous organization. Moreover, I further theorize that transformational leadership of the CEO will help diverse top teams master ambidexterity by influencing the team's cognitive processes. The results show that diverse teams can address the differentiating-integrating challenges of ambidexterity when they engage in perspective taking. The results also confirm that transformational leadership strengthens the relationship between a diverse top team's perspective taking and ambidextrous orientation.

Currently, the mechanism in which informal institutions, recently discovered as an influential, new paradigm in business and management studies interact with and shape formal institutions remains unclear. Helmke and Levitsky (2004) proposed an outcome-based typology for the interaction of informal institutions with formal ones. By using a structured approach for literature aggregation, we test the proposed typology of Helmke and Levitsky by applying this method to 74 empirical studies to investigate the influence of guanxi on formal institutions. We conclude that guanxi fits into none of the proposed categories perfectly. As a result, we propose the relationship between guanxi and formal institutions as auxiliary as well as competing concurrently, leading to convergent and divergent outcomes, respectively. Moreover, we propose a third category to add to the existing typology, namely ‘formal institutions in transition’. We furthermore incorporate a dynamic aspect to the model by adding two further categories, concerned with the direction of the development. We believe the resulting extension to the original typology of Helmke and Levitsky accurately accounts for the dynamic nature of informal institutions as well as their important role in shaping effective formal institutions.

This study draws on the resource dependence theory and institution-based view to examine political connections in the home market and home formal institutions for their impact on the internationalization of emerging market firms in the context of China. The results suggest that political connections at home may prevent emerging market firms from implementing internationalization strategies by reducing the dependence constraints imposed by local governments and foreign firms, whereas home formal institutional development may promote the strategy transition of emerging market firms from building political connections to international expansion and also reduce the negative impact of political connections. Overall, our findings indicate that political connections and formal institutions at home play an important role in shaping emerging market firms’ strategies of outward internationalization.

Warmth and competence are two important dimensions that facilitate career success (e.g., building relationships, providing novel solutions to problems). We investigated how situational reminders of money affect warmth and competence. Specifically, we propose that reminders of new (vs. used) money increase people's warmth and competence. In five studies of working adults, inducing participants to think about new (vs. used) banknotes promoted creative idea generation (Study 1) (reflecting competence), increased concern for coworkers (Study 2), decreased self-serving behavior (Study 3), and increased helping intentions (Study 5) and behavior (Study 4) (reflecting warmth). Study 4 showed that the effect of priming new money on warmth occurs by activating a norm of social conscientiousness. Our findings suggest that money's appearance can impact problem solving, prorelationship behavior, and perceived norms. We discuss implications for research on money, norm salience, and organizational behavior.

In this article, we provide a comprehensive examination of the spatial and career mobility of China's labor population. We integrate theories on stratification and social change and exploit the innovative design and measurement of the China Labor-force Dynamics Survey to minimize the undercoverage problem of the rural-urban migratory experience. Our analysis provides several fresh findings: (1) at-birth rural household registration (hukou) status leads to a greater probability of spatial mobility and career advancement than at-birth urban hukou status does; (2) education and gender differentiates rural-origin people, increasing the heterogeneity of urban labor and decreasing the heterogeneity of rural labor; (3) hukou policy relaxation favors later cohorts over earlier cohorts; and (4) among demographically comparable people, having experienced spatial mobility is correlated with having career advancement experience. Work organizations are found to be the arena where the two dimensions of mobility can happen jointly. Our findings provide a rich context for understanding the management and organization of Chinese labor.

In this study, we examine the effect of institutional ownership on corporate philanthropy in China, an emerging economy. Employing stakeholder identification and salience theory, we posit that institutional ownership positively influences corporate philanthropy, which varies for different types of institutional investors. We further argue that institutional ownership's influence is stronger when philanthropy is aligned with firm goals. Using data from Chinese publicly listed firms, we find a positive effect of institutional ownership on philanthropy, and this effect is stronger for domestic institutional owners when compared to foreign institutional owners, and long-term when compared to short-term institutional owners. We also find that the positive influence of institutional ownership is stronger in private firms and in regions with low institutional development – situations characterizing high alignment between philanthropy and firm goals. Our findings highlight the important role of institutional investors on corporate philanthropy decisions, which have implications for scholars studying and policy makers enacting corporate governance in emerging economies.

In this paper, we argue that both labor unrest and collective bargaining are increasing in China. Using McAdam's political process theory, we argue that Chinese workers are striking more and offensively in support of their economic demands. We identify the state's interests in promoting collective bargaining, and through an analysis of union and employers’ organizations, attempt to predict the future trajectory of collective bargaining in China. Using new data about strikes, we confirm our argument that strikes in China are increasing. Based on very limited past and current research, we create a taxonomy of baseline collective bargaining in China against which future developments can be compared.

Drawing upon signaling theory, we propose that a specific form of non-market action, receiving government officials’ visits, reduces transaction costs between firms and their potential exchange partners and thus contributes to firms’ competitive advantage in China. We also contend that severity of information asymmetry and availability of alternative ways of reducing transaction costs moderate the relationship between receiving government officials’ visits and company financial performance in opposite directions. The former factor increases the ex ante value of receiving government officials’ visits and strengthens its positive impact on financial performance, while the latter factor decreases the ex post value of receiving government officials’ visits and reduces its positive impact. Our conceptual framework is supported by analyses that draw on a sample of listed manufacturing firms in China. Our study contributes to a more in-depth understanding of non-market actions in emerging economies, their contingencies, and their performance implications.

An increasing body of research has applied an institutional perspective to understand actors’ responses to conflicting institutional logics and the creation process of new organizational forms. Although China provides a natural, real-time laboratory to study this topic, scant empirical research has been done. Moreover, we find it is insufficient to apply current frameworks, which have been mainly driven by studies conducted in Western contexts, to study actors’ responses to institutional multiplicity in China, especially in its emerging non-profit sector. This article fills research gaps by providing an in-depth case analysis of the creation and legitimation process of the One Foundation – the first independent charity foundation established by civic individuals in China. Our study shows that the coexisting and competing relationship among state, civil society, social mission, and market logics provides impetus for organizational change and innovation. This article theorizes a temporal model by showing that actors seek provisional solutions in different organizational stages and gradually develop capabilities to progress institutional work from individual to organizational and to societal level to achieve their goals. By showing how a charity foundation plays a role as a change agent, this article also sheds light on the condition and process that drive innovation in China's non-profit sector.

Haier should be like the sea, only the sea can have such a broad mind to hold so much water and does not abandon the trickle; the sea can hold all the dirty water and can purify it. Only in this way can we have an ever-flowing Yangtze River, a turbid Yellow River and the trickle; all of them gather here after thousands of turns and twists, being the first at a mad rush. They become the vast ocean with an eternally inexhaustible and incomparable spectacular!

This Management and Organization Review (MOR) special issue on ‘Coopetition and Innovation in Transforming Economies’ aims to explore key features of the strategic relationship between coopetition and innovation in transforming economies. It is generally accepted that innovation can be a fundamental driver for economic growth, new sources of employment, and dwindling economic disparity. However, increasingly activities of innovation no longer take place primarily within the firm but are often the outcome of the overall set of relationships of the firm. The two phenomena of competition and cooperation have become more and more inter-related, thus creating new opportunities, affecting innovation and change. This reality is of special interest in the context of transforming economies’ transition to higher value adding economic growth and development due to, for example, the specific moderating or mediating role of national cultures and philosophical inspiration (e.g., Taoism, Confucianism, Hinduism, and Buddhism) in shaping the coopetitive mindset (Dagnino, Di Guardo, & Padula, 2012) and the potential differentiation between countries and regional ecologies.

The chief executive officer of the Haier Group, Zhang Ruimin, wrote the philosophical text ‘Haier Is the Sea’, published in Chinese in 1994, and since then Haier has gradually built up a ‘sea culture’ that has guided its organizational transformations for over twenty years. The latest reform, in 2014, reorganized the giant corporation into the Haier Open Partnership Ecosystem (HOPE), which is like ‘a sea of entrepreneurs’, to achieve the goal of ‘management without leadership and organization without borders’ [管理无领导, 组织无边界] (see discussions in Schrage, 2014 and Ye & Teng, 2015). This radical organizational change astounded its peers and competitors at home and abroad. Even in the internet era, most white-goods companies still rely heavily on ‘economies of scale’ to reduce their costs to compete in the market, which in turn requires a pyramidal management structure. However, if we review the thinking of its leader for thirty years, we will understand that the 2014 reform was not radical but, rather, followed a smooth trajectory building on the past.

This article analyzes the effects of firms’ founding ownership in shaping their corporate social responsibility (CSR) performance in China. Drawing on a nationwide survey of 1,037 representative manufacturing firms in 12 cities, we specify the imprinting effects of firms’ founding ownership on labor and environmental protections, two important CSR practices. Our results show that state-owned enterprises (SOEs) founded during the state socialist period, regardless of their restructuring experience in the market reform era, continued to implement pro-labor practices. Moreover, even the SOEs founded in the market reform era provided better labor protection than non-SOEs founded during the same time. In contrast, the founding imprints of environmentalism in the reform era for non-SOEs, especially the de novo private firms, explain why they spent more than SOEs in environmental protection. We extend the organizational imprinting theory by highlighting the importance of firms’ founding ownership imprints and in shaping their current CSR performance.

The Nordic countries – Denmark, Norway, Sweden, and Finland—have attracted attention in recent years. Some elements of the Nordic model—particularly the welfare state—are well understood, but its governance characteristics remain elusive to the international audience. This article reviews Nordic governance and discusses its relevance as a development paradigm. The article quantitatively documents the existence of a Nordic governance model using data from the World Bank, Transparency International and other sources. Secondly, it is shown how Nordic corporate governance – Nordic civil law, concentrated ownership, semi two-tier board structures, employee representation and low-powered managerial incentives – has been shaped by the welfare state in ways consistent with systemic corporate governance theories. The article concludes with a skeptical discussion of the Nordic model as a development paradigm.