From the author of Doing Business in Europe (SAGE, 2018), Gabriele Suder has teamed up with Sumati Varma based in India, and Terence Tsai from China to bring this comprehensive solution for Asian business teaching and learning. The book offers a highly productive mix of international business and marketing theory, and is packed with pedagogical tools to engage and develop understanding, including two full-length corporate case studies per chapter.
This is a unique volume covering the most relevant topics of Asia-focused business and management practice spanning from cross-cultural management to supply chain resilience to market entry and expansion strategy, and much more.
Specifically designed to meet the needs of Postgraduate, MBA and those taking part in Executive Education programmes, this exciting learning experience will prepare Asia's leaders of the future.
Crossroads of Family Businesses in China: Succession and Transformation studies the intergenerational succession in family-owned businesses, specifically in the Chinese mainland. With the succession of family businesses over time, transformation is required as it needs to correspond to the world's development to successfully sustain the company. There is a multitude of factors that play their roles accordingly to perform a prosperous accession.
Hence, this book highlights common issues such as the challenges for both succession and transformation of the company, the interest of the second generation, introducing the second generation to the business before fully passing on, family culture and morale, the distinction between wealth inheritance and business succession, the unorthodox tradition of mother-to-daughter succession and opening management to professionals. These topics are substantiated by case studies of Chinese family businesses, such as Neoglory Group, Midea, Red Collar, Fotile and even more. The book offers theories, practices and models for strategic transformations during succession.
Readers will be able to enjoy insights into a critical evaluation of the intersection between succession and transformation. They will also discover how the different methods of succession utilized by real-life Chinese family-owned businesses affect the businesses' performance. This book will be their first step in constructing a thought on this topic, while indulging in an incredible learning experience.
The global economy is predominantly driven by family businesses that provide the largest source of long-term employment in most countries. In Asia, family members amongst 60% of large corporations own a significant share of the equity and can influence key decisions. This phenomenon presents family enterprises with challenges and opportunities as any other non-family-run enterprise but in a more complex dimension.This book presents a collection of cases that address three key challenges faced by many of the family enterprises in Asia ― Succession, Governance and Innovation. The narration of the cases also offers the reader tips about good practices among the Asian families, such as effective family governance mechanism, development of innovation and entrepreneurial mindsets across generations, and importance of family culture.This case book is essential reading for anyone interested in addressing the needs of business families in the region.
We are pleased to present the CEIBS 2021 Innovation Survey. This project came together as a natural byproduct of years teaching in China. Over the past decade, there has been a notable shift from manufacturing to dreaming up innovative new products and services. In response to these trends, we launched this survey to better understand how executives define innovation and what policies and practices companies are currently engaging in to help foster innovative climates.
We also hoped to glean important insights into how these trends might differ across different industries and types of companies. Finally, we wanted to gage the impact that innovation has on employee attitudes toward innovation and intentions to leave their organization.
We want to sincerely thank all of the executives who participated in this survey for their time and valuable contributions. In particular, we thank the CEIBS alumni community and current students who have shown their support by responding to our call for volunteers. We also acknowledge the financial support from the CEIBS Research Fund, support from the Alumni, MBA, EMBA, FMBA,
HEMBA, and Executive Education offices at CEIBS, as well as the many friends that helped to
spread the word through their networks. We are grateful to all of them.
The CEIBS 2021 Innovation Survey was completed by a total of 950 respondents in the Fall of 2020. In terms of demographics, 72% of the respondents were male and 96% had more than 10 years of work experience (with no respondent having worked for less than 5 years). Tenure in their current organization varied, with 52% working in their firm for over 10 years, 19% working 5-10 years, 23% 1-5 years, and 7% less than 1 year. Of those working in China, most (93%) had been here for over 10 years (with the remainder working here for 5-10 years [4%], 1-5 years [3%], or less than 1 year [1%]). The majority (58%) reported working in the head office whereas 12% were in marketing, 8% in project management, 7% in finance, and 15% in other functions.
As demonstrated by these responses and the positions represented in Figure 1 below, our broad and experienced sample provided rich perspectives to the survey.
Given the critical role of leaders in managing employees' goal-setting, we theorized and examined how leader proactive goal regulation facilitates employee proactive goal processes and outcomes. Based on a sample of 74 leaders and 371 employees who work in research and development groups, we found that employees' three motivational states-role breadth self-efficacy, psychological ownership, and activated positive affect-were positively associated with job performance via employee proactive goal regulation. In addition, the effects of leader proactive goal regulation on this mediation model were twofold. First, there was a direct effect on employee proactive goal regulation, which, in turn, positively related to job performance. Second, there was a moderating effect of leader proactive goal regulation such that employees delivered high job performance when their leaders were high in proactive goal regulation, regardless of employees' own levels of proactive goal regulation. This study highlights the importance of not only employee but also leader proactive goal regulation in connecting employees' proactive motivational states with job performance.
Considering recent corporate scandals, organizations have increased their efforts to curb unethical employee behavior. However, little is known about whether leaders comply with these efforts and how they respond to unethical employee behavior, especially when unethical actions benefit the organization. By integrating arguments from social identity and moral disengagement theories, we develop and test a model to explain how leaders respond to unethical pro-organizational behavior (UPB) among employees. Results from one multi-wave, multi-source field study and one experiment showed that leader perceptions of employee UPB were positively related to leader trust in employees when leaders identified strongly with their organization or when they had a strong propensity to morally disengage. Moreover, the results revealed an important three-way interaction effect. Leaders put considerable trust into UPB-enacting employees when leaders both identified strongly with the organization and showed high levels of moral disengagement. In contrast, they put little trust into UPB-enacting employees when leaders identified weakly with the organization and reported low moral disengagement. Furthermore, results showed that leader trust ultimately translated into perceived leader justice toward employees. These findings provide new and important insights into when organizations can(not) rely on their leaders to manage unethical employee behaviors.
moral disengagement theory
social identity theory
unethical pro‐organizational behavior
Asia Pacific Journal of Management
In this study, the relationship between CEO temporal focus and family business succession planning is examined and the moderating effects of family interactions and environmental uncertainty are assessed. Based on data from 198 CEOs of family businesses and additional data from 15 semi-structured interviews in China, we find that CEO temporal focus (i.e., past, present, or future focus) is positively associated with succession planning. In addition, family interactions strengthen the relationship between CEO past focus and succession planning and weaken the relationship between CEO future focus and succession planning. Moreover, in uncertain environments, past-focused CEOs are more likely to plan for succession than present-focused CEOs. The theoretical contributions and practical implications of the study are also discussed.
Research Summary Health science firms have long product development horizons and need regulatory approval for market entry. In communicating with investors, they may use entrepreneurial orientation (EO) rhetoric to emphasize their strategic and behavioral commitment to product innovation and market entry. However, because EO rhetoric constitutes a soft-information signal rather than evidence of substantive commitment, investors may suspect firm insiders using such rhetoric of impression management. The solution, we argue, is EO rhetoric sustained over time, which produces more reliable information for investors-in contrast to occasional increases in EO rhetoric, which invite skeptical scrutiny. Nevertheless, investors' potential concerns regarding changes in EO rhetoric can be mitigated by concurrent hard-information signals that carry signaling costs or penalty costs for false signaling.
Managerial Summary Entrepreneurial orientation (EO) rhetoric can reduce information asymmetry between managers and investors. In strictly regulated contexts such as health science industries, using such rhetoric may be challenging. For firms embracing entrepreneurial strategies and behaviors, maintaining EO rhetoric over time is critical to overcoming skepticism that it is merely "cheap talk." For investors, this study also suggests that health science firms maintaining higher EO rhetoric over time deserve higher valuations, given the variety of benefits an EO can have for health science firms. If a health science firm aims to ramp up its EO rhetoric, managers should be aware that investors may interpret the increase as impression management and should confront this interpretation head-on-for instance, by simultaneously increasing entry commitment or corporate social responsibility.
corporate social responsibility
health science firms
International Journal of Hospitality Management
This study focused on the victims of coworker envy and presented a comprehensive model of being envied by coworkers to explore its antecedents and consequences in the hospitality context. Based on a sample of 232 employee-supervisor dyads in five Chinese hotels, we found that competitive goal interdependence fostered coworker envy, whereas cooperative goal interdependence prevented it. Further, the experience of being envied by coworkers undermined the frontline hospitality employees' social exchange relationship with coworkers. This in turn prevented them from engaging in organizational citizenship behavior directed at their organizations (OCBO) and specific individuals (OCBI) such as organization members. In addition, envied employees' others' approval of the contingent self-esteem was found to strengthen (1) the direct effect of being envied by coworkers on coworker exchange and (2) the indirect effect of being envied by coworkers on OCBO and OCBI via coworker exchange.
Being envied by coworkers
Organizational citizenship behavior
Acquiring firm managers should allocate marketing investments to maximize synergies from already announced mergers or acquisitions. However, managers may deliberately redistribute marketing capabilities and assets as a response to investor pressure formed by weak stock return around an announcement. We propose that stock returns that are below expectations may create investor pressure, which drives managers to practice myopic marketing management. We present evidence that acquirers are more likely to engage in myopic marketing management when they experience a negative stock market reaction around a merger announcement. Acquirers tend to report lower-than-normal advertising and R&D investments. Empirical results suggest that acquirers use marketing activities as an efficient tool to confront negative stock market evaluation. Our study contributes to the myopic management literature by showing when and how firms in mergers and acquisitions are more likely to exhibit opportunistic managerial behaviour. We provide some policy suggestions for both acquiring firm managers and investors.