Journal articles: 'Chines multinational enterprises'

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Khalid, Fahad, Juncheng Sun, Guanhua Huang, and Chih-Yi Su. "Environmental, Social and Governance Performance of Chinese Multinationals: A Comparison of State- and Non-State-Owned Enterprises." Sustainability 13, no. 7 (April 4, 2021): 4020. http://dx.doi.org/10.3390/su13074020.

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The purpose of this research is to empirically investigate the effect of internationalization on the environmental, social, and governance (ESG) performance of Chinese state-owned enterprises (SOEs) and non-SOEs. The study employed an updated panel dataset (6238 firm-year observations) of Chinese multinationals from the period 2010–2019. The initial findings of the study reveal that Chinese multinationals perform better in terms of environmental and governance scores. It suggests that international market forces deal with enhancing ecological problems and concerns of stakeholders. However, results are insignificant when the social performance of multinationals is analyzed. On the other hand, multinational non-SOEs outperformed their counterparts in terms of environmental and governance performance. The findings of the paper are robust regarding the use of proxies of internationalization and endogeneities.

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Wu, Xianming, Nathaniel C. Lupton, and Yuping Du. "Innovation outcomes of knowledge-seeking Chinese foreign direct investment." Chinese Management Studies 9, no. 1 (April 7, 2015): 73–96. http://dx.doi.org/10.1108/cms-01-2015-0021.

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Purpose – The purpose of this paper is to investigates how organizational learning, absorptive capacity, cultural integration, specialization of the acquired firm and characteristics of transferred knowledge impact innovation performance subsequent to overseas acquisitions. Design/methodology/approach – Survey responses from 222 Chinese multinational enterprises engaged in overseas acquisitions. Findings – Differences between acquiring and acquired firms’ capabilities, while having a positive direct influence, suppress the positive impact of organizational learning and absorptive capacity, suggesting that multinationals require some basic level of capabilities to appropriate value from overseas acquisitions. Research limitations/implications – This paper investigates the impact of knowledge-seeking overseas acquisition of Chinese multinationals on innovation performance, as this appears to be the primary motive for making such acquisitions. Practical implications – Knowledge-seeking overseas acquisition should be based upon the absorptive capacity of the acquiring firm and complementarity between both firms. In knowledge-seeking overseas acquisitions, establishing an effective organizational learning mechanism is necessary for improving innovation performance. Originality/value – This paper reports on the behaviour and innovation performance of Chinese multinationals through analysis of primary data.

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Jiang, Sheng, and ChuanZhen Zheng. "Multisensor Human Resource Data Fusion and Its Application in Industrial Distribution." Scientific Programming 2022 (June 28, 2022): 1–13. http://dx.doi.org/10.1155/2022/4560613.

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Over the past 30 years of reform and opening up, China has undergone tremendous changes. With the continuous growth of China’s economy, the core competitiveness of Chinese enterprises is also increasing day by day. After China joined the WTO in 2001, economic globalization hit Chinese enterprises. Under such circumstances, a large number of foreign multinational companies have entered China to establish factories, which has caused huge pressure on Chinese companies. Facing this unprecedented pressure, Chinese enterprises need to fundamentally improve management and operation problems. Companies need to change aggressively to respond to the shock of foreign companies. The development of multisensor technology has brought great changes to enterprise human resource management. The real-time changes in this technology allow the continuous optimization of human resource management. Human resource management technology also needs to adapt to the modern social environment and constantly improve and quickly existing enterprise employee management methods and methods. These technical contents need to be optimized, and the working methods need to be improved. At the current stage, enterprise human resource management has not fully understood multisensor technology. Enterprises have poor adaptability in the application of this technology, and have not carried out comprehensive planning and clear optimization of detailed rules from the macro level. On this basis, the company has also failed to establish a relatively excellent team of professional management talents. There are three issues involved in talent team management. This article firstly analyzes the effect of human resource management in contemporary enterprises based on multisensor technology. Enterprises need to improve their awareness and application of sensor technology. It also needs to establish the overall strategy of human resource management and specific means of implementation. Through the in-depth application of these technologies, enterprises can enhance the comprehensive capabilities of human resource management teams. The application of this technology also provides practical and effective help for modern enterprise human resource management.

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Lin, Zhaohong, and Zhe Zhao. "Culture, expatriation and performance: case of Chinese multinational enterprises." Chinese Management Studies 10, no. 2 (June 6, 2016): 346–64. http://dx.doi.org/10.1108/cms-01-2016-0017.

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Purpose The purpose of this paper is to comprehensively explore the dimensions of Chinese culture and further investigate the underlying mechanisms via which the Chinese culture, in various dimensions, affect the overseas performance of Chinese multinational enterprises (CMNE) expatriates. Along with the awakening of China, not only CMNEs but also the Chinese culture have infiltrated the world market. The uniqueness of Chinese culture has attracted considerable attention of a majority of practitioners, while relevant research on how it affects CMNE expatriates’ performance sounds rare. In contrast to domestic employees, the performance of CMNE expatriates is more likely to be influenced by Chinese culture because of the potential cross-border cultural conflicts between the home and host countries. Additionally, the impact of Chinese culture on CMNE expatriates’ performance may vary according to different cultural dimensions. Design/methodology/approach Comparative case study is adopted for this research. After sufficient literature review and interviews with human resource (HR) staff, this paper structured the research, and then conducted 30 in-depth interviews with Chinese expatriates from both state-owned enterprises and private-owned enterprises. Findings This paper identifies that the Chinese culture do affect CMNE expatriates performance; however, the degree of its effect diversifies according to different cultural dimensions, namely, individual-level culture including Reniqng, Mianzi and social-level culture including power distance, Guanxi, Yinyang, Hexie and collectivism. Research limitations/implications A limitation of this study is that the sample is not big enough and empirical tests are needed to validate or refute the model. Nevertheless, due to the fact that it is still during the period of initial study, the conceptual development raised by this paper would help us to gain good insights from these important and unexplored areas of national culture, which is being thought to affect performance in CMNEs. Practical implications Through reviewing the relevant literature and deeply analyzing Chinese culture, this paper attempts to help young Chinese MNEs to build up and/or improve performance appraisal method and system according to the unique Chinese culture, and to supply a theoretical support for HR personnel to make related policies for the sake of improving expatriate performance overseas. Social implications This paper is the first attempt to dig and explore the whole picture, and refine the dimensions of Chinese culture from individual level and social level. It aims to lay a foundation for the research related to Chinese culture, and to some extent, supply a theoretical support to motivate more researchers to explore more ways to improve the performance of expatriates from young CMNEs. Originality/value This paper presents the whole frame of Chinese culture and from an integral Chinese perspective digs the Chinese cultural dimensions from individual level and social level for the first time. According to the social cognitive theory, this paper provides a firm foundation for scholars to understand Chinese culture as well as to analyze the related relationship with performance, and for CMNEs to develop and utilize the effect of national culture to improve the performance of expatriates overseas. So far, the research on Chinese culture and the effect of national culture overseas have not yet been well considered.

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Shen, Jie, and Roger Darby. "Training and management development in Chinese multinational enterprises." Employee Relations 28, no. 4 (July 2006): 342–62. http://dx.doi.org/10.1108/01425450610673402.

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Lin, Lijun. "Motivation and Risk Control of Cross-Border M&A of Chinese Enterprises." Financial Forum 10, no. 4 (December 14, 2021): 36. http://dx.doi.org/10.18282/ff.v10i4.2612.

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With the deepening development of the global economic integration, more and more Chinese enterprises have begun to implement the strategy of cross-border mergers and acquisitions. Despite many drivers pushing companies to adopt multinational M&A strategy such as the national policy, enterprise competitiveness, sales channels, to evade trade barriers, etc., but many risks implied by transnational merger and acquisition also to be reckoned with, such as decision-making risk, financial risk, valuation risk and integration risk, etc., of which motivation and risk and how to guard against risks, we need to study.

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Tong, Nian. "A Study on the Impact of Intercultural Communication on Multinational Corporations and Countermeasures." Journal of Education and Educational Research 1, no. 1 (October 25, 2022): 18–21. http://dx.doi.org/10.54097/jeer.v1i1.2076.

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The differences between Chinese and non-Chinese cultures in multinational enterprises in China are introduced, and how communication in different cultural contexts can be efficient and effective, avoiding unnecessary communicative conflicts and thus leading to increased efficiency. The theory of speech act is used to explore the characteristics of multicultural communication in multinational enterprises. By analyzing the speech act characteristics of employees in multinational companies, we can raise people's awareness of different cultural backgrounds, different thinking habits and different values, and help them to control the appropriateness and accuracy of their speech acts in cross-cultural communication, so as to promote cost-effective communication and efficient communication in the company.

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Zhu, Linsen. "Analysis of the Categories and Strategies of Cross-cultural Conflicts in the operating process of Chinese Multinational Enterprises in the United States." Archives of Business Research 10, no. 5 (May 24, 2022): 131–39. http://dx.doi.org/10.14738/abr.105.12262.

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This paper with its focus on Chinese Multinational enterprises operating in the United States has a threefold contribution to the existing literature. First, it summarizes the salient features of the ‘Double Circulation"strategy. Part of it means Chinese enterprises “Going-out” by buying into firms and businesses abroad and by encouraging foreign investment (“Bringing-in”). Second, attention is drawn to importance of understanding the nature and scope of the cultural conflicts that can arise in the trans-cultural organizations that now have to operate in a new and different work culture and work place culture. Third, a typology of cultural dimensions to management are discussed to give the reader a better appreciation of the complexity faced by both Chinese multinational enterprises and the workers who are the subject of a ‘take-over’. By analyzing the cultural differences between China and the United States and the cultural conflicts caused by the trans-cultural organizations, this paper proposes a solution to the cross-cultural communication and management of Chinese multinational companies investing in the United States.

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Rugman, Alan M., Quyen T. K. Nguyen, and Ziyi Wei. "Rethinking the Literature on the Performance of Chinese Multinational Enterprises." Management and Organization Review 12, no. 2 (June 2016): 269–302. http://dx.doi.org/10.1017/mor.2016.13.

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ABSTRACTWe synthesize the literature on Chinese multinational enterprises (MNEs) and find that much of the prior research is based on as few as a dozen case studies of Chinese firms. They are so case-specific that it has led to a misplaced call for new theories to explain Chinese firms’ internationalization. In an attempt to better relate theory with empirical evidence, we examine the largest 500 Chinese manufacturing firms. We aim to find out the number of Chinese manufacturing firms to be true MNEs by definition, and to examine their financial performance relative to global peers using the financial benchmarking method. We develop our theoretical perspectives from new internalization theory. We find that there are only 49 Chinese manufacturing firms to be true MNEs, whereas the rest are purely domestic firms. Their performance is poor relative to global peers. Chinese MNEs have home country bound firm-specific advantages (FSAs), which are built upon home country-specific advantages (home CSAs). They have not yet developed advanced management capabilities through recombination with host CSAs. Essentially, they acquire foreign firms to increase their sales in domestic market, but they fail to be competitive internationally and to achieve superior performance in overseas operations. Our findings have important strategic implications for managers, public policy makers, and academic research.

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Wu, Sihong, and Di Fan. "Taking social responsibilities overseas? The learning paths and performance consequences of Chinese multinationals." Journal of General Management 46, no. 4 (June 30, 2021): 284–301. http://dx.doi.org/10.1177/0306307020984566.

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Corporate social responsibility (CSR) has been seen as an effective strategy that emerging market multinational enterprises increasingly adopt in order to cope with the liability of origin, yet much less attention has been paid to the micro-foundations of such a strategy. It remains less explored as to how CSR is leveraged by individuals—that is, expatriates. Addressing this research gap, a total of 150 valid survey responses from 38 Chinese multinationals were tested using the structural equation modeling technique. The results show that expatriates’ cross-cultural competence and engagement in CSR facilitate the learning efficiency of subsidiaries. The findings also suggest that expatriates’ effort positively mediates the relationship between CSR and performance outcomes (at both individual level and organizational level). Embracing the micro-foundations perspective in CSR research, this study offers both theoretical and practical implications for future international management research.

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Zong, Li Cheng, and Sui Huai Yu. "Building Model on Product Innovation Design Based on TRIZ Theory." Advanced Materials Research 482-484 (February 2012): 2504–7. http://dx.doi.org/10.4028/www.scientific.net/amr.482-484.2504.

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With the rapid development of the global economy, the multinational company products are rapidly into every corner of the world, the successful of leader in some industry such as APPLE,DELL,HP and so on are impress on Chinese enterprise. The successful of them made Chinese enterprise to profound realize that the root of enterprise’s survival and development is the innovation design .The innovation divide into five department by TRIZ ,which three of them in the middle guide by it ,that is Less Improvement, Radical Improvement and New Concepts .This process made innovation more targeted and purpose, greatly shorten the time and improve the efficiency of innovation. This paper aim at the process of product innovation design and researching and analysing the theory and tool of TRIZ to raise the model of Product Innovation based on TRIZ.

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Zhou, Yajun. "Research on Enterprise Value Chain Management Based on Competitive Strategy." Proceedings of Business and Economic Studies 5, no. 3 (June 20, 2022): 87–92. http://dx.doi.org/10.26689/pbes.v5i3.3932.

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With the rising cost of labor factors in China, several multinational companies that rely on labor-intensive industries have withdrawn their production lines from China, which has had a huge impact on the development of Chinese enterprises. Under the guidance of national policies, many enterprises have begun to climb to the high end of the value chain. This paper analyzes the main function of value chain management by studying the composition of industry value chain management from the perspective of competitive strategy. In view of the lack of enterprise value chain management, this paper discusses from three aspects: product, technology, and price. Product homogeneity has been found to greatly reduce the market competitiveness of products, which is not conducive to the value-added and sustainable development of enterprises. Based on this, corresponding strategies have been proposed, in which enterprises should maximize the advantages of value chain management through scientific and efficient information management techniques.

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Shapiro, Daniel M., Eric Gedajlovic, and Carolyn Erdener. "THE CHINESE FAMILY FIRM AS A MULTINATIONAL ENTERPRISE." International Journal of Organizational Analysis 11, no. 2 (February 2003): 105–22. http://dx.doi.org/10.1108/eb028965.

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Zhang, Jianhong, Chaohong Zhou, Désirée M. van Gorp, and Arjen van Witteloostuijn. "Willingness to work for multinational enterprises from emerging countries: The case of Chinese multinational enterprises in the Netherlands." International Business Review 29, no. 5 (October 2020): 101713. http://dx.doi.org/10.1016/j.ibusrev.2020.101713.

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Yang, Yanan, and Christoph Lütge. "Dynamic integration paths of emerging multinational enterprises in advanced markets." Review of International Business and Strategy 30, no. 1 (December 5, 2019): 1–23. http://dx.doi.org/10.1108/ribs-05-2019-0052.

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Purpose This paper aims to examine dynamic multi-stage post-merger integration (PMI) evolutions by Chinese multinational enterprises (CMNEs) in the German market and their potential influencing factors. Design/methodology/approach A data set was collected from 25 interviews with 21 respondents from six Chinese acquisition cases in Germany, and a comparative multi-case study and content analysis were applied. Findings The results reveal that Chinese acquirers take segmented linear integration path in Germany from nearly no integration to organisational integration and then to production integration. It contains three sub-paths: the P-O-O path (partnering–organisational optimisation–production optimisation), the P-P-P path (preservation–organisational preservation–production preservation) and the P-C-C path (preservation–organisational centralisation–production confusion). The initial nearly no integration condition is mainly impacted by asymmetric information and the targets’ strategic positions, whereas different organisational and production integration degrees in mid- and long-term stages are primarily influenced by Chinese acquirers' different dynamic capabilities. Moreover, Chinese acquirers' corporate ownership is not found to be a significant factor that influences CMNEs to take different integration strategies in different PMI stages. Research limitations/implications This paper contributes to broaden emerging multinational enterprises’ (EMNEs) PMI theory by adding dynamic perspective and provides suggestions for mergers and acquisitions (M&As) practitioners to identify integration options and avoid integration pitfalls in different integration stages. Originality/value Existing works identified that EMNEs prefer to partner with the targets in advanced markets, but lacked a dynamic perspective to disclose whether the partnering strategy would be adjusted or not over time. This study is the first to explore multi-stage integration changes and is one of the few studies that recognise the interaction of the integration strategy with the dynamic capability of the acquiring enterprises.

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Liu, Ran, Wenjing Ruan, and Jipeng Qi. "The Influence of terrorism on Foreign Direct Investment." E3S Web of Conferences 292 (2021): 02061. http://dx.doi.org/10.1051/e3sconf/202129202061.

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In the process of globalization, the spread of terrorism has brought risks and uncertainties to multinational enterprises. In order to find out the influence of terrorism, this research use the Chinese multinational enterprises’(MNEs) 2089 investments in 125 countries to studies the impact of terrorist events on their investment decisions. The research find that the the more people affected by the terrorism in one country, the less subsidiaries set up in the countries. Terrorist events have brought severe challenges to investment. Governments of countries should improve their own security protection systems, while enterprises should also strengthen the risk management system.

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Ye, Hua. "MNC Flexibility And Post-Entry Mode Change: The Role Of Learning Ownership Regulations Through Network Embeddedness." International Business & Economics Research Journal (IBER) 11, no. 8 (August 1, 2012): 871. http://dx.doi.org/10.19030/iber.v11i8.7165.

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This paper proposed a theoretical framework that has linked together network embeddedness, learning ownership regulations, MNC flexibility, and post-entry mode change. Network embeddedness refers to the MNC subsidiarys relations with and reliance on the networks for learning ownership regulations. Learning ownership regulations refers to acquiring, interpreting or confirming ownership regulations of foreign investment in China. MNC flexibility is defined in this paper as the MNCs (Multinational Corporations) ability to manage the risks and exploit the opportunities that arise from changing ownership regulations of foreign investment in China. Post-entry mode change is specified as the MNC subsidiary in China has been changed to wholly foreign-owned enterprise after initial entry as joint venture, including Chinese-foreign Cooperative Enterprise, Chinese-foreign JV and International JV. Japanese subsidiaries in China were studied, specifically three wholly foreign-owned enterprises in Shanghai. The case studies showed that network embeddedness contributes to learning ownership regulations, which in turn promotes MNC flexibility, which in turn facilitates post-entry mode change. In addition, MNC flexibility promoted by learning ownership regulations through network embeddedness can facilitate not only the change from joint venture to wholly foreign-owned enterprise, but also keeping as joint venture.

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Avioutskii, Viatcheslav, and Mouloud Tensaout. "Comparative analysis of FDI by Indian and Chinese MNEs in Europe." European Business Review 32, no. 5 (June 3, 2020): 893–907. http://dx.doi.org/10.1108/ebr-09-2019-0202.

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Purpose Exploration of potential markets in foreign regions such as Europe becomes critical for emerging market multinational enterprises (MNEs). This study aims to investigate structural factors that affect the location choice of Chinese and Indian MNEs in Europe and compares them with USA and Japanese MNEs. Design/methodology/approach The authors use a holistic approach to identify possible configurations of the determinants of Indian and Chinese outward foreign direct investment (FDI) into 38 European countries. The authors test two configurations as follows: knowledge-seeking by Chinese and Indian MNEs in “non-predictable” markets; market-seeking by USA and Japanese MNEs. Findings The findings reveal several strategies deployed in Europe by Chinese and Indian MNEs that are more specific than the pure strategies identified in the literature (e.g. market-seeking, knowledge-seeking). More importantly, unlike USA and Japanese MNEs, the findings confirm a two-stage strategy hypothesis for Chinese MNEs in Europe. Additionally, they show that the quality of institutions and infrastructure underlies the attractiveness of a territory. Research limitations/implications Multilevel configurational research might have also been used to consider firm- and industry-level determinants. Practical implications Good governance positively affects the entire set of locational determinants. In addition, good infrastructure and institutions are necessary conditions for a country to attract FDI inflow. Originality/value Recent internationalization models have been useful in identifying drivers of FDI by emerging market multinational enterprises vs advanced market multinational enterprises in Europe. This study mobilizes a comparative configurational approach.

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Becard, Danielly Silva Ramos, and Bruno Vieira de Macedo. "Chinese multinational corporations in Brazil: strategies and implications in energy and telecom sectors." Revista Brasileira de Política Internacional 57, no. 1 (2014): 143–61. http://dx.doi.org/10.1590/0034-7329201400108.

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This study aims to understand how Chinese enterprises acted in Brazilian energy and telecommunication sectors in the past ten years and whether they would be leading to an increase in the asymmetries between Brazil and China. It argues that the asymmetries presented in the relations are due in large part to successful Chinese enterprises' strategies.

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Zhu, Judith Shuqin. "Chinese Multinational Enterprises’ Approach to Employer Associations in Host Country." Academy of Management Proceedings 2013, no. 1 (January 2013): 14866. http://dx.doi.org/10.5465/ambpp.2013.14866abstract.

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Wu, Juan, and Dirk Morschett. "M&As by Chinese multinational enterprises in developed economies." European J. of International Management 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ejim.2021.10042863.

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Ge, Gloria L., and Daniel Z. Ding. "Determinants of internationalisation strategies: a study of Chinese multinational enterprises." International Journal of Business and Emerging Markets 3, no. 2 (2011): 137. http://dx.doi.org/10.1504/ijbem.2011.039405.

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Zheng, Connie. "Theoretical contexts of managing people in emerging Chinese multinational enterprises." Journal of Chinese Human Resources Management 4, no. 1 (May 3, 2013): 58–76. http://dx.doi.org/10.1108/jchrm-10-2012-0023.

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Duanmu, Jing-Lin. "Firm heterogeneity and location choice of Chinese Multinational Enterprises (MNEs)." Journal of World Business 47, no. 1 (January 2012): 64–72. http://dx.doi.org/10.1016/j.jwb.2010.10.021.

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Rashidin, Md Salamun, Sara Javed, Lingming Chen, and Wang Jian. "Assessing the Competitiveness of Chinese Multinational Enterprises Development: Evidence From Electronics Sector." SAGE Open 10, no. 1 (January 2020): 215824401989821. http://dx.doi.org/10.1177/2158244019898214.

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Multinational enterprises (MNEs) are key drivers of globalization. The study investigated the performance of leading Chinese electronics MNEs, Huawei, Lenovo, and Haier, and made a comparison between Chinese electronics MNEs and American electronics MNEs along with their specifications in terms of globalization by using Asmussen’s model, Petersen’s model, Rugman’s firm-specific and country-specific advantage (FSA-CSA) matrix, and the Porter’s diamond model. Findings revealed that only Huawei is the truly global company at present; nevertheless, Lenovo and Haier are both on the right track, reaching the same status as Huawei. These firms can successfully utilize their country-specific advantages by capitalizing on China’s external partnerships and existing trade agreements. Chinese projects seem to be able to provide Chinese MNEs with the ability to maximize their opportunity to seek growth externally and enter the global market. An examination of MNE practices facilitated by American and Chinese firms imparts relevant commonalities but differences in operational practices. Small enterprises can follow the process and strategy, while policymakers will receive a suggestion to implicate an industrial-friendly policy.

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Hayat, Maqsood, Shehzad Khan, and Muhammad Faizan Malik. "CSR's Pattern and Trends within Multinational Enterprises Operating in China." II IV, no. II (June 30, 2019): 119–40. http://dx.doi.org/10.31703/ger.2019(iv-ii).10.

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This study examines the trends of corporate social responsibility (CSR) dynamics within multinational enterprises (MNEs) operating in China. Secondary data was gathered from the published reports (e.g., annual, CSR, sustainability etc.) to measure the study variable with the help of global reporting initiative (GRI-G4) and compute a comprehensive CSR' outline. This study institutes the fundamental but general drifts about the concept of CSR within MNEs in China. Overall, it was found that the inclination of CSR activities is towards social; followed by environmental and economic dimensions. While comparing CSR performance among various sectors, it was reflected that exploration & production, manufacturing and consumer products sectors have outperformed. Similarly, on average, Chinese MNEs disclosed proportionately more CSR activities than Non-Chinese MNEs. These results are very significant both for researchers and corporate practitioners. This research has not only examined the CSR's indicators quantitatively but also its reporting quality, in a quantitative and qualitative manner.

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Li, Peter Ping. "Toward an integrated theory of multinational evolution: The evidence of Chinese multinational enterprises as latecomers." Journal of International Management 13, no. 3 (September 2007): 296–318. http://dx.doi.org/10.1016/j.intman.2007.05.004.

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Zhang, Yi, Qianqian Shang, and Chun Liu. "FDI Spillovers on Corporate Social Responsibility: The Channel of Labor Mobility." Sustainability 10, no. 11 (November 19, 2018): 4265. http://dx.doi.org/10.3390/su10114265.

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This paper examines the spillover effects of foreign direct investment on corporate social responsibility of domestic firms, with a focus on the channel of labor mobility. With a corporate social responsibility measure based on corporate responsibility toward the environment, the public, the employees, and the consumers, we test whether and how foreign direct investment affects corporate social responsibility of Chinese firms. Our results show that firms run by entrepreneurs who have work experience and, especially, management experience in multinational enterprises investing in China conduct more corporate social responsibility activities compared with firms run by entrepreneurs without such experience. We further find that multinational enterprise management experience may enhance the entrepreneurial self-assessment of social status, broaden the international vision of entrepreneurs, and reduce the level of firm family control, which help increase firms’ uptake of corporate social responsibility activities. Our results suggest that foreign direct investment can serve as a vehicle for sustainable development, through the transfer of corporate social responsibility-related managerial knowledge from foreign to local firms.

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Ma, Xufei, Pengji Wang, and Donghong Li. "What Determines the Establishment of Chinese Multinational Enterprises’ Asian Regional Headquarters?" Management and Organization Review 13, no. 1 (December 1, 2016): 85–119. http://dx.doi.org/10.1017/mor.2016.24.

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ABSTRACTThis study addresses why multinational enterprises (MNEs) in emerging economies establish regional headquarters outside their home countries but within their home regions – an important question that previous studies have largely ignored. We extend Rugman and Verbeke's firm-specific assets (FSAs) framework in contemporary internalization theory and differentiate two firm-specific regional strategies (i.e., foreign direct investment (FDI) and export regionalization) to examine their effects on MNEs’ establishment of regional headquarters in the context of emerging economies. Using survey data from 226 Chinese MNEs, we find that intraregional FDI and interregional exports encourage MNEs to build Asian regional headquarters (ARHQ). Furthermore, we find that home-city regional integration moderates the relationship between interregional exports and ARHQ establishment and that MNEs’ international management capability moderates the relationship between intraregional FDI and ARHQ establishment. This study contributes to the regional strategy literature by clarifying the regional strategies, structures, and management of latecomer Chinese MNEs.

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Erdener, Carolyn, and Daniel M. Shapiro. "The Internationalization of Chinese Family Enterprises and Dunning's Eclectic MNE Paradigm." Management and Organization Review 1, no. 3 (November 2005): 411–36. http://dx.doi.org/10.1111/j.1740-8784.2005.00021.x.

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This paper applies Dunning's eclectic paradigm of Ownership, Location and Internalization (OLI) advantages to the international activity and performance dynamics of the Chinese family enterprise (CFE). Through the lens of Dunning's paradigm, we trace the role of cultural and economic factors in the success of this important form of organization. In demonstrating the relevance of a theory that originated in the analysis of Western multinational firms to this indigenous Chinese type of firm, the paper supports the larger effort to expand the scope of received theory to include Chinese as well as other non-Western forms of organization.

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Kean Yew, John Lee, and Jesrina Ann Xavier. "Strategizing family business with a Chandlerian perspective on 3Ms: a case study of London Biscuits Berhad in Malaysia." Journal of Asia Business Studies 16, no. 1 (September 29, 2021): 181–99. http://dx.doi.org/10.1108/jabs-10-2019-0302.

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Purpose This paper aims to explore and explain following a generational change, the latter generation in Chinese family firm is seen to apply different innovation strategies to thrive in a competitive environment. The Chandlerian perspective on management, marketing and manufacturing techniques (3Ms), derived from American business historian, Alfred Chandler has shown conclusively that one of a small yet established enterprises in Malaysia, London Biscuits Berhad (LBB) was able to capture a larger market by focusing on strategy and structure. This case study analytically and empirically describes the insights surrounding enterprise development among family small and medium enterprises (SMEs) in Malaysia. Design/methodology/approach By using the longitudinal way to compare the development of family business through time, the historical profiles that were obtained from Malaysia’s companies commission house (Suruhanjaya Syarikat Malaysia) shows how organizational characteristic is often formulated by capitalizing tacit knowledge as a controlled input in the production process while promoting organization capabilities, as generations change. Secondly, findings from the interviews will show how the latter generation of this family firm innovates and adds value in product manufacturing by upgrading its quality, using resources and revitalizing the stages of business cycle. Findings Findings show that enterprise development is influenced by objective setting during generational change. As time goes by, the next generations have a tendency of minimizing risk and maintaining harmony in the family enterprise. The next generation starts to recruit and retain professional staff while contributing innovative ideas toward the enterprise development, in comparison to the founding generation. The findings also show that diversification activities (manufacturing), improvement in domestic and international networking (marketing) and professional management adoption (management) can clearly be seen in the development of LBB. Practical implications This case study traces how organizational and administrative characteristics of a firm are crucial if the enterprise is to capitalize on tacit knowledge and commercialize it through product development. It also clearly indicates that family enterprises may last several generations if the Chandlerian perspective on 3Ms is successfully transferred and practiced among family members. Originality/value The selected case study focuses on the Chandlerian concept, which is the contribution of organization capabilities that foster strategic competition. This is done by investigating a successful enterprise run by a prominent Chinese family in Malaysia, which has gone through generational change. This paper proves that strategizing a family enterprise through the Chandlerian concept of 3Ms can transform a small business into a large and successful multinational enterprise.

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Zhu, Guangwen, Youjin Baik, and Young-Ryeol Park. "신흥시장 다국적기업의 국제인수합병 성과 결정요인에 관한 비교 연구: 중국과 인도기업 사례를 중심으로." International Business Journal 30, no. 4 (November 30, 2019): 1–20. http://dx.doi.org/10.14365/ibj.2019.30.4.1.

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Wang, Zhebing, Le Zhang, and Liyan Han. "Knowledge-seeking and firm international performance: Evidence from Chinese multinational enterprises." International Review of Financial Analysis 77 (October 2021): 101823. http://dx.doi.org/10.1016/j.irfa.2021.101823.

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Yiu, Daphne W. "Multinational Advantages of Chinese Business Groups: A Theoretical Exploration." Management and Organization Review 7, no. 2 (July 2011): 249–77. http://dx.doi.org/10.1111/j.1740-8784.2010.00210.x.

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Prior research on the internationalization of emerging market firms focused either on established incumbent firms or peripheral latecomer firms. However, an increase in outward foreign direct investment from emerging markets such as China has benefitted from a new organizational form – business groups. Given that new organizational forms pose fundamental challenges to existing theories on multinational enterprise, an examination of business group internationalization will bring the literature of multinational enterprise theories forward. Adopting an organizational approach, I propose that business groups, an organizational form that emerged to substitute market imperfections in China, constitute a micro-institutional environment for generating ownership, location, and internalization advantages, as well as for capitalizing on the linkage, leverage, and learning opportunities for internationalization. I posit that Chinese business groups facilitate such an internationalization process via their unique attributes including internal market, inward linkages, and institutional support. The article aims to provide a theoretical framework that generates insights for China's policy makers and managers, and to guide future research.

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Peng, Jianping, Jing Quan, and Le Peng. "IT Application Maturity, Management Institutional Capability and Process Management Capability." Journal of Organizational and End User Computing 31, no. 1 (January 2019): 61–85. http://dx.doi.org/10.4018/joeuc.2019010104.

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This article studies the influence of enterprise core competence on IT application maturity (ITAM) from the perspectives of management institutional and process management capabilities. The roles of firm ownership and international organization of standard (ISO) certifications are also studied. Based on reliable and valid measurements of IT applications maturity, management institutional capability, and process management capability, the authors collect corresponding data from 123 companies in China. They find a positive relationship between capabilities and ITAM. Management institutional capability has a stronger relationship with ITAM in Chinese state-owned enterprises or public companies; while multinational companies or joint ventures witness a stronger relationship with process management capability. ISO helps companies with low management institutional capability to improve ITAM. However, for companies with higher management institutional capability, ISO mitigates the relationship and poses a shift of the importance to process management capability in improving ITAM.

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Huang, Yitian. "Multi-Level Governance: Explaining the “climate-focused” behavior of Chinese exporting companies." Public Policy and Administration 34, no. 2 (June 12, 2018): 165–88. http://dx.doi.org/10.1177/0952076718766722.

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While being increasingly aware of the importance of adopting climate-friendly business strategies, Chinese exporting companies have been active in taking “climate-related” actions but moderate in taking “climate-focused” actions. This article presents a preliminary attempt to apply Multi-Level Governance theories to explain the behavior of Chinese exporting companies toward climate change mitigation. It argues that the convergence of state-centered climate politics and market-oriented climate governance, which has a multi-level feature, has shaped the “climate-focused” behavior of Chinese exporting companies. Specifically, nation-states, multinational enterprises, and non-governmental organizations have contributed in the following ways: (1) at the global level, nation-states co-established and interpreted international norms, which generally justify the stance of the Chinese government, have been an indirect source of influence; (2) at the national level, the Chinese government has been the most influential actor, which has put emphasis on energy-saving when interpreting and operationalizing international norms; (3) at the industrial level, multinational enterprises and international non-governmental organizations have been influential contributors by playing a proactive role in launching and running low-carbon initiatives; and (4) transnational public–private partnerships launched in China and some developed countries have offered limited momentum.

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Sutherland, Dylan, and John Anderson. "The Pitfalls of Using Foreign Direct Investment Data to Measure Chinese Multinational Enterprise Activity." China Quarterly 221 (November 28, 2014): 21–48. http://dx.doi.org/10.1017/s0305741014001490.

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AbstractThe growth of Chinese multinational enterprises (MNE) has stimulated great interest in their outward foreign direct investment (FDI) strategies, particularly among academics in business and management studies. To date, however, serious methodological shortcomings plague empirical studies in these disciplines. Specifically, the vital issue of how Chinese MNEs use and route FDI via tax havens and offshore financial centres is not adequately dealt with. These practices have created large geographical, industrial composition and volume biases in Chinese outward FDI data. Using a sample of 100 Chinese MNEs, we illustrate how the use of tax havens and offshore financial centres has created these biases, and examine the implications for understanding Chinese MNE activity.

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Ma, Yulun, and Oli Mihalache. "Knowledge Without Borders: A Systematic Review of Knowledge in Chinese Multinational Enterprises." Academy of Management Proceedings 2020, no. 1 (August 2020): 20417. http://dx.doi.org/10.5465/ambpp.2020.20417abstract.

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Wang, Jinmin, Ibragimov Mirsardin, Yutao Sun, and Xiangyang Yang. "The internationalization of Chinese multinational enterprises under the Belt‐and‐Road Initiative." Strategic Change 30, no. 6 (November 2021): 509–15. http://dx.doi.org/10.1002/jsc.2467.

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Miska, Christof, Michael A. Witt, Günter K. Stahl, and Monika Mikulová. "CSR by Chinese Multinational Enterprises: Drivers of Global Integration and Local Responsiveness." Academy of Management Proceedings 2015, no. 1 (January 2015): 14403. http://dx.doi.org/10.5465/ambpp.2015.14403abstract.

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Wang, Liang, Haifeng Yan, Xiaohua Yang, Francesco Ciabuschi, and William X. Wei. "Assets of origin? Chinese multinational enterprises amidst the Belt and Road Initiative." Thunderbird International Business Review 62, no. 3 (May 2020): 233–38. http://dx.doi.org/10.1002/tie.22134.

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Ren, Yi. "Organisational hierarchies and decision making process of Chinese multinational enterprises in Vietnam." Chinese Geographical Science 20, no. 1 (February 2010): 43–50. http://dx.doi.org/10.1007/s11769-010-0043-y.

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Bai, Chun. "Problem Analysis and Strategy Reform of Talent Management in Multinational Chinese Enterprises." Open Journal of Social Sciences 10, no. 11 (2022): 550–58. http://dx.doi.org/10.4236/jss.2022.1011035.

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Fu, Xiaolan, Xiaoqing (Maggie) Fu, Pervez Ghauri, and Jun Hou. "International collaboration and innovation: Evidence from a leading Chinese multinational enterprise." Journal of World Business 57, no. 4 (June 2022): 101329. http://dx.doi.org/10.1016/j.jwb.2022.101329.

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Fernandes, Daniel Soares, and George Joseph. "Organisational Strategies for Competitive Advantage in the Construction Industry: Chinese Dominance in Southern Africa." Journal of Construction in Developing Countries 25, no. 2 (December 15, 2020): 1–38. http://dx.doi.org/10.21315/jcdc2020.25.2.1.

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Chinese enterprises are presently dominating various sectors of businesses abroad, offering a wide range of low to high-end quality products and services. The construction sector in Africa is now being dominated by Chinese multinational contractor companies, who find in Africa their next preferable market to grow. The available literature on the field has serious gaps in explaining which organisational strategies increase the competitive advantage and the market dominance of Chinese multinational contractors, especially in the Southern African region. This research aims to uncover the organisational strategies, implemented by Chinese multinational contractors operating in the Southern African region, who have paved the way and consolidated their success in the region. Through a mixed methods process, qualitative and quantitative data are obtained. The construction markets of the Southern African region are analysed (environmental analysis) and the main multinational Chinese contractors are identified, through a literature review and organisational analysis. Several organisational strategies are shortlisted and, finally, through an online questionnaire, the opinions of the participants to rank the organisational strategies previously identified in terms of contribution to the actual success, copying capability, etc., are carried out. The findings revealed that the capability to offer a lower price for construction services, the easy access to loans and funds from the organisation's home government and the capability to trade debt for local resources, such as wood, land and minerals are the organisational strategies that mostly contributed to the recent Chinese contractor dominance in the Southern African construction market.

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Sun, Jing, and Mingyou Wang. "Study on the New Tendency of the International Industry Shifts and Chinese Enterprise Implementation Tactics." International Journal of Asian Business and Information Management 1, no. 1 (January 2010): 1–9. http://dx.doi.org/10.4018/jabim.2010010101.

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At the beginning of 21st century, the Multinational Corporation take globalization strategy as the foundation and the starting point, accelerate the industry restructure greatly, the industrial shift presented the depth and breadth tendency day by day, how does China hold this opportunity, attracted the foreign capital vigorously, promotion industrial structure, will be the next economic development strategic mission. This article analysis multinational corporation international industry shift new tendency and analysis China uses the international industrial shift‘s present situation and the superiority, proposed the development countermeasure.

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Zhou, Yejian. "How Chinese Multinational Corporations Solve Cross-cultural Conflicts in Internationalization -- A Case Study of SAIC's Merging of Ssangyong Motor." Advances in Social Sciences Research Journal 8, no. 5 (May 20, 2021): 137–56. http://dx.doi.org/10.14738/assrj.85.10181.

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In the context of globalization, the number of cross-cultural enterprises is increasing, making cross-cultural management of enterprises, especially cross-cultural conflicts, becoming prominent and urgent to be solved. Combined with the case of SAIC's merger and acquisition (M&A) of Ssangyong, this paper uses several methods, including case analysis, logical analysis, induction analysis, and qualitative analysis to evaluate the causes, consequences of and solutions to cross-cultural conflicts, so as to reduce the cost of the cross-cultural transaction of multinational enterprises, and further display enlightenment significance for Chinese multinational enterprises. This paper firstly reviews the case of the cross-cultural conflicts in the M&A of Ssangyong by SAIC and expounds on the multi-facet cross-cultural conflicts in the M&A process, such as corporate culture conflicts, values conflicts, etc. Then through the differences in national culture, corporate culture, and the actual situation of both sides of SAIC Ssangyong, the paper analyzes the causes of cross-cultural conflicts and elaborates on their influence on the transnational operation after M&A and possible measures taken by SAIC. Finally, the paper provides suggestions for China's transnational M&A enterprises through the analysis of the effect of countermeasures to solve cross-cultural conflicts and reduce transaction costs.

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Buckley, Peter J., Pei Yu, Qing Liu, Surender Munjal, and Pan Tao. "The Institutional Influence on the Location Strategies of Multinational Enterprises from Emerging Economies: Evidence from China's Cross-border Mergers and Acquisitions." Management and Organization Review 12, no. 3 (September 2016): 425–48. http://dx.doi.org/10.1017/mor.2016.21.

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ABSTRACTThis study investigates the institutional influence on the location strategies of Chinese cross-border mergers and acquisitions (M&A) during the period 1985–2011 across 150 economies using Heckman's two-stage model. The results suggest that Chinese Multinational Enterprises (MNEs) are ‘shortsighted’ and show perverse behaviour towards host country risk when deciding on the location of host country and volume of investment undertaken through M&As, which may damage the firm's long-term profitability.

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Lin, Runhui, Yuan Gui, Zaiyang Xie, and Lu Liu. "Green Governance and International Business Strategies of Emerging Economies’ Multinational Enterprises: A Multiple-Case Study of Chinese Firms in Pollution-Intensive Industries." Sustainability 11, no. 4 (February 15, 2019): 1013. http://dx.doi.org/10.3390/su11041013.

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With the global consensus on the need for sustainability practices, green governance has attracted increasing attention from international business (IB) scholars and multinational enterprise (MNE) managers. In this study, we propose a more fine-grained framework of the green governance context along two dimensions: foreign direct investment (FDI) policy and environmental regulation. Then, we examine the framework using cluster analysis. On the basis of a multiple-case study comprising 11 Chinese MNEs in pollution-intensive industries operating in four different green governance contexts, we conclude that (1) the green governance context is a significant factor in MNEs’ global location choices and is an important driving force behind MNEs’ response patterns; (2) environmental capabilities enable MNEs to surmount a host country’s environmental entry barrier and facilitate wider global business deployment; (3) technological capabilities increase MNEs’ competitive edge and allow them to better harness a host country’s growth opportunities; (4) there are four types of green governance response patterns, and the details of the proposed classification structure and its validation are presented; and (5) both strict environmental regulation and friendly FDI policy can positively influence MNEs’ adoption of more active response patterns, and greater availability of environmental and technological capabilities does not affect MNEs’ environmental commitment. This study contributes to the international strategy-capability-environment alignment of emerging economies’ multinational enterprises (EMNEs) in different green governance contexts.

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Yan, Yan, Guangyu Ye, and Fei Feng. "Application of Deep Learning Model in the Avoidance of Investment Risk of Multinational Enterprises." Computational Intelligence and Neuroscience 2022 (June 28, 2022): 1–10. http://dx.doi.org/10.1155/2022/6578274.

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With the continuous improvement and development of the socialist market economic system, China's economic development has full momentum, but the domestic market is no longer sufficient to meet the needs of enterprise development. China has always focused on peaceful diplomacy, and the world market has a strong demand for Chinese products. This work aims to improve the accuracy of exchange rate forecasting. The risk factors that may be encountered in the investment process of multinational enterprises can be effectively avoided. Combining the advantages of Long Short-Term Memory (LSTM) and Convolutional Neural Network (CNN), the LSTM-CNN (Long Short-Term Memory-Convolutional Neural Network) model is proposed to predict the volatility trend of stocks. Firstly, the investment risk of multinational enterprises is analyzed, and, secondly, the principles of the used CNN and LSTM are expounded. Finally, the performance of the proposed model is verified by setting experiments. The experimental results demonstrate that when predicting the 10 selected stocks, the proposed LSTM-CNN model has the highest accuracy in predicting the volatility of stocks, with an average accuracy of 60.1%, while the average accuracy of the rest of the models is all below 60%. It can be found that the stock category does not have a great impact on the prediction accuracy of the model. The average prediction accuracy of the CNN model is 0.578, which is lower than that of the Convolutional Neural Network-Relevance model, and the prediction accuracy of the LSTM model is 0.592, which is better than that of the Long Short-Term Memory-Relevance model. The designed model can be used to predict the stock market to guide investors to make effective investments and reduce investment risks based on relevant cases. The research makes a certain contribution to improving the company's income and stabilizing the national economic development.

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Journal articles on the topic 'Chines multinational enterprises'

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