This paper is a preliminary attempt to use both the value added approach with double deflation and the expenditure approach to deflate China's nominal GDP over 15 years (2004-2018). The results show that China's real GDP growth during the period has significantly more fluctuations than the official statistics indicate. Additionally, inflation, as measured by the official implicit GDP deflator, is generally overestimated during boom years but underestimated during downturn years. In particular, it is shown that China's growth slowdown in recent years before the COVID19 pandemic may have been more severe than official figures suggest.
Purpose This research investigates when and how brands influence attribute importance weights. Most past studies modelling consumer decision processes treated the brand of a product as an attribute parallel to the price, color or size of a product, and as a result, those studies assigned an equal (i.e. non-contingent) importance weight across brands for each attribute. In contrast, this study introduces a brand-contingent attribute-weighting process, in which brand is a higher-order construct that influences attribute importance. Design/methodology/approach This study presents a multi-level choice model in which the importance weight of an attribute can vary across brands. This study then estimates the model using real purchase data and survey data from an airline industry. Findings This study finds that attribute importance weights are contingent upon two aspects of a brand - the perceived relative position of the brand and consumers' brand usage experiences. Specifically, when consumers perceive a brand to be inferior to its competitors in a given attribute, they generally place greater weight on that attribute for that brand. In contrast, when consumers perceive a brand to be superior to its competitors in a given attribute, only consumers with extensive brand usage experiences place greater weight on that attribute for that brand. Practical implications The findings provide managerial insights on brand positioning and segmentation strategies using consumers' brand usage experiences. Originality/Value This study advances the literature on consumer decision processes by modeling an attribute-weighting process that is contingent upon brands. The present study models this process based on consumer behavior theories and estimates the model using real market data.
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.
This study examines the association between CEO temporal focus and corporate engagement in philanthropy, and considers the moderating role of ownership. This association is investigated based on upper echelons theory and the conceptual framework of temporal focus. Using a sample of 2,285 observations of Chinese listed firms from 2010 to 2015, our results show that the relationship between CEO past focus and corporate philanthropy is positive in state-owned firms but negative in private firms. In addition, CEO future focus is negatively associated with charitable activities in state-owned firms, but positively associated with such activities in private companies. For present-oriented CEOs, the relationship between temporal focus and philanthropy is negative in both public and private firms, but the negative effect is stronger in private firms. The findings of this study show how CEOs' time perspectives shape their decisions on company engagement in philanthropic projects.
CEO temporal focus
CEO time perspective
Hosting sports events to attract international tourists is a common policy practised by many host governments. Hosting mega-sports events like the Olympics is said to leave a legacy that could impact the attractiveness of a country/city in the long term. However, the opportunity to host these mega-events is limited and expensive. This study considers the economic impact of hosting annual international sporting events, specifically the extent to which Formula 1, ATP Tennis and PGA Golf can attract international tourists. Using monthly data from 1998 to 2018, we show that the effect differs from one sport to another within a country and the same sport across countries. Hosting the Formula 1 is most effective for Canada but has no significant impact in Australia and the United Kingdom. ATP Tennis and PGA Golf have a significant impact on at least two countries. Policy-makers must consider carefully the sport that gives the best bang-for-the-buck.
This paper investigates how a firm's employment stability affects the level of its cash holdings. We find that firms with high employment stability (as measured by one minus a firm's employment elasticity with respect to its sales) maintain large cash holdings. The positive effect of employment stability on cash holdings is stronger for R&D intensive firms and firms with high firm-specific human capital. These results are consistent with theories predicting that firms hold cash to signal the credibility of their employment policies regarding job security.
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.