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In this study, we focus on the temporal behaviors – speed and rhythm – of outward foreign direct investment (OFDI) by emerging multinational enterprises (EMNEs) and examine the effect of such behaviors on innovation performance. Using a learning perspective, we argue that OFDI speed has an inverted U-shaped effect on EMNEs’ innovation performance, whereas the relationship between the uneven rhythm of OFDI and innovation performance is negative. The results, based on OFDI panel data of 1,092 Chinese firms, support our predictions that a moderate OFDI speed and a more regular pattern of OFDI expansion provide sources of competitiveness and contribute to firms’ innovation performance.
The Lancang-Mekong River Basin (LMRB) is Asia's most important transboundary river. The precipitation-dependent agriculture and the world's largest inland fishery in the basin feed more than 70 million people. Floods are the main natural disasters which pose a serious threat to the local agriculture and human life. In the future, climate change will affect the streamflow and lead to changes in flood events. Based on the GMDF and GCM data, the SPI and the VIC model were used to assess the impact of climate change on streamflow and flood events during the historical (1985–2016) and future periods (2020–2050) in the LMRB. The results show that the LMRB will become more humid in the future and annual precipitation will change from about -2 to 6 per cent under RCP4.5 and RCP8.5. In the future, this basin should experience a higher flood risk, with more flood events and a relative increase in the flood peak and frequency reaching up to +15 and +58 per cent, respectively. This study contributes to improve our understanding of the role of climate change on streamflow and flood events and provides a scientific reference for the development of local water resources management in the LMRB.
Strategic decision makers interpret information and translate it into organizational action through the lens of strategic schemas. How should firms realize high performance with various strategic schemas? Cognitive content and structure have been shown to underlie strategic schemas, but few studies have considered them together. This study employs aggregation analysis to clarify the interaction between cognitive content (technology orientation, market orientation) and structure (complexity, centrality) in affecting the firm performance (FP) of ‘hidden champion’ companies, identified by the Economy and Information Technology Department of Zhejiang Province, China. The empirical method applies fuzzy-set qualitative comparative analysis to generate strategic schema profiles for high FP. This exploratory study fills a gap in the literature on managerial cognition and provides key lessons from ‘hidden champion’ companies in China and their paths for small- and medium-sized enterprises to grow.
The chapter discusses the crucial role that top management team played at Huawei to initiate, implement, and routinize organizational transformation. Huawei’s leadership always had a strong long-term orientation and it tried to strike a careful balance between dynamics and stability. It also relied very heavily on Western consulting firms to transfer best practice to Huawei. The chapter also documents Huawei’s constant structural transformation of the top management team since 1998 with the expansion of the firm. Huawei maintained strategic consistency by creating a new executive management team structure 2003 that relieved an overburdened CEO position through a more collective decision making process and later in 2011 by instituting a rotating CEO arrangement. A number of lessons from Huawei’s experience are identified that provide guidance for firms to facilitate organization transformation as they rise and face more global competition.
Huawei has become China's most prominent multinational company and a leader in the ICT sector. Given unprecedented access to the company, the authors of this book examine the management transformation of Huawei from its inception in 1987 until 2019, observing in detail not only the creation of its organizational routines but also the breaking of routines across most major functional areas: Management, Product Development, HR, Supply Chain, Finance, R&D, Intellectual Property, and International Business. 'Dynamic capabilities' are central to theories of competitive advantage and this book highlights Huawei as an ideal case study for the successful implementation of change routines and change-supporting values. The chapters cover all the major change initiatives the firm has undertaken since 1996 to import best practices from the West, with the help of consultants. The insights presented in the book will be particularly interesting for academics in the field of strategy, management, and business history.