Abstract

Innovative work behavior has recently attracted considerable interest of both researchers and practitioners. Although extant research provides valuable insights into employees' innovative behavior, knowledge on top executives' innovative behavior, its antecedents, and its outcomes is scarce. Drawing on upper echelons theory, this study considers whether different facets of top executives' positive self-regard enhance or harm their innovative behavior. The authors theorize that top executives' selfism, hypercore self-evaluation, and overconfidence-all of which imply a strong positive self-regard-distinctly determine their willingness and ability to engage in innovative behavior, which in turn is critical for new product program newness. Time-lagged data from a sample of 214 top executives and 647 matched subordinates reveal that seemingly similar psychological characteristics of top executives affect innovative behavior differently. Selfism and overconfidence negatively influence innovative behavior; hypercore self-evaluation has a positive effect. A structural mediation analysis confirms a multistage, causal chain that links the three psychological characteristics with product program newness, mediated by top executives' innovative work behavior. Furthermore, moderated mediation analysis suggests that some demographic characteristics of top executives moderate the effects of hypercore self-evaluation and overconfidence on innovative behavior, whereas the effect of selfism remains unchanged regardless of their tenure or power. Hence, this study provides a more fine-grained perspective on top executives' positive self-regard and its contingencies in the innovation context.

Keyword

Abstract

In the West, limited government capacity to solve environmental problems has triggered the rise of a variety of “nonstate actors” to supplement government efforts or provide alternative mechanisms for addressing environmental issues. How does this development - along with our efforts to understand it - map onto environmental governance processes in China? China's efforts to address environmental issues reflect institutionalized governance processes that differ from parallel western processes in ways that have major consequences for domestic environmental governance practices and the governance of China “going abroad.” China's governance processes blur the distinction between the state and other actors; the “shadow of the state” is a major factor in all efforts to address environmental issues. The space occupied by nonstate actors in western systems is occupied by shiye danwei (“public service units”), she hui tuanti (“social associations”) and e-platforms, all of which have close links to the state. Meanwhile, international NGOs and multinational corporations are also significant players in China. As a result, the mechanisms of influence that produce effects in China differ in important ways from mechanisms familiar from the western experience. This conclusion has far-reaching implications for those seeking to address global environmental concerns, given the importance of China's growing economy and burgeoning network of trade relationships.

Keyword

Belt and Road initiative ;  Environmental governance ;  Nonstate actors ;  she hui tuanti (“social group”) ;  shi ye danwei(“public service unit”)

Abstract

In large organizations, local use of innovations is not enough; extracting the full use of the innovation requires deployment across the organization. The purpose of this paper is to explore strategies for the deployment of service innovations and factors influencing success. We adopt an inductive theory-building approach with a longitudinal embedded case study of ten successful service innovations. We find two deployment strategies: required adoption, in which subsidiaries are required to adopt innovations, and voluntary adoption, in which adoption is not compulsory—innovations are showcased, but the adoption decision is left to the subsidiaries. We have investigated the factors influencing deployment, including the decentralized nature of service innovation, fit with the internal and external context, extrinsic and intrinsic motivations, and handovers. Based on analyses of case evidence, we put forward research propositions accordingly. This study provides managerial guidance for multidivisional organizations to extract full value from service innovations. Although some results may be particular to the Chinese context, research in other contexts can broaden the generalizability of the findings.

Keyword

Deployment strategies ;  innovation diffusion ;  ,longitudinal case study ;  multidivisional organizations ;  service innovation

Abstract

This study explores the conjunct roles of a series of formal and informal control mechanisms exerted, respectively, by client and vendor in offshore-outsourced project performance. Using a sample of 203 offshore projects executed by vendors in China, the results indicate that client process control enhances (or complements) the effect of vendor outcome control, yet impairs (or substitutes) the effect of vendor process control. Conversely, client outcome control enhances (or complements) the effect of vendor process control, yet impairs (or substitutes) the effect of vendor outcome control. Further, for the two informal control mechanisms, the results indicate that client relational control enhances (or complements) the effects of both vendor process and outcome control, whereas vendor clan control only enhances (or complements) the effect of client outcome control on offshore-outsourced project performance. These findings not only contribute new insights for the organisational control and the outsourcing literature, but also provide managerial guidance for client and vendor managers on how to exert and fine-tune their control mechanisms to promote project performance.

Keyword

control mechanism ;  critical success factors ;  offshore ;  outsourcing ;  project management

Abstract

Studies on servitisation have largely overlooked the roles of social capital with suppliers and knowledge management. We propose a moderated mediation model to investigate the impacts of servitisation on the mechanisms through which social capital with suppliers improves operational performance. The hypotheses are empirically tested using structural equation modelling and data collected from 276 manufacturing firms in China. The results show that social capital improves operational performance both directly and indirectly through knowledge management, and the relationships are influenced by servitisation. In particular, social capital improves operational performance directly and indirectly through knowledge combination in servitised firms, whereas social capital only improves operational performance indirectly through knowledge acquisition in traditional manufacturers. The findings contribute to the literature by revealing that the effects of social capital with suppliers on operational performance are partially mediated by knowledge acquisition and knowledge combination and the mediation effects are moderated by servitisation, and by providing insights into how to design purchasing and production systems to profit from servitisation.

Keyword

empirical study ;  knowledge management ;  servitisation ;  social capital ;  supply chain management

Abstract

Decision making has been studied from various angles and perspectives. Despite much progress, the role of paradox and the ways it reveals itself in decision making has received little attention. Perhaps, part of the reason is that paradox has been studied in the West based on the analysis of Western managers’ activities while neglecting the fact that in the East, and especially in China, paradox has always been integral to managerial decision making. This “viewpoint” article seeks to highlight China as an important research setting that could add impetus to the study of paradox and decision making. It sheds light on questions such as: What do we know about paradox today and how do Western scholars treat this notion? What does research say about decision making in China? Is there a potential to get a better understanding of the concepts of paradox if study it in decision making in China?.

Keyword

China ;  Decision making ;  paradox

Abstract

In this study, we propose a travel itinerary problem (TIP) which aims to find itineraries with the lowest cost for travelers visiting multiple cities, under the constraints of time horizon, stop times at cities and transport alternatives with fixed departure times, arrival times, and ticket prices. First, we formulate the TIP into a 0-1 integer programming model. Then, we decompose the itinerary optimization into a macroscopic tour (i.e., visiting sequence between cities) selection process and a microscopic number (i.e., flight number, train number for each piece of movement) selection process, and use an implicit enumeration algorithm to solve the optimal combination of tour and numbers. By integrating the itinerary optimization approach and Web crawler technology, we develop a smart travel system that is able to capture online transport data and recommend the optimal itinerary that satisfies travelers' preferences in departure time, arrival time, cabin class, and transport mode. Finally, we present case studies based on real-life transport data to illustrate the usefulness of itinerary optimization for minimizing travel cost, the computational efficiency of the implicit enumeration algorithm, and the feasibility of the smart travel system.

Keyword

ALGORITHM ;  DEMAND ;  Implicit enumeration algorithm ;  SALESMAN PROBLEM ;  Smart travel ;  Travel itinerary problem

Abstract

The discrepancy of power between organisations has raised concerns over the abuse of power in inter-organisational relationships, especially in the supply chain where parties often have different power positions. In this study, we develop and test a model that explains how the less powerful party may react to different forms of power exercised by the power source. Nowadays, customers are typically more powerful than manufacturers in supply chains. Specifically, based on data from 617 manufacturers representing various organisational sizes and industries, we examine the impact of customer coercive and expert power on the manufacturer’s information sharing behaviours (information systems and content) as well as the performance implications for both the manufacturer and the customer. Structural equation modelling reveals that customer expert power positively predicts the establishment of information systems and the extent to which information is actively shared. In contrast, customer coercive power is negatively associated with the establishment of information systems, while it is positively related to information content. Information systems, in turn, predict the extent to which information is effectively exchanged, which ultimately relates positively to flexibility and delivery performance. Flexibility performance is positively related to financial performance, while delivery performance is not. Taken together, these findings enrich our understanding of inter-organisational power dynamics by offering important insights into differential reactions that the power target may choose to counter power imbalances.

Keyword

empirical study ;  information sharing ;  performance measures ;  power ;  supply chain management

Abstract

Social capital with customers has three dimensions: structural, relational and cognitive capital. We propose a research model on the joint effects of the three dimensions of social capital on mass customisation capability (MCC) and product innovation capability (PIC). The hypotheses are empirically tested using structural equation modelling and data collected from 276 manufacturing firms in China. The results show that the three dimensions of social capital contribute to MCC and PIC development through different mechanisms. In particular, cognitive capital has a significant impact on MCC; relational capital significantly influences PIC; and structural capital indirectly associates with both MCC and PIC. We also find that structural capital enhances both relational and cognitive capital. MCC improves PIC and fully mediates cognitive capital’s effect on PIC. The findings extend current understanding about the complex interrelationships among structural, relational and cognitive capital and how to develop MCC and PIC by investing in social capital.

Keyword

mass customisation ;  product innovation ;  social capital

Abstract

This study examines the influence of three strategic orientations (customer, competitor and innovation) on mass customisation (MC) capability via the organisational learning process known as customisation knowledge utilisation (CKU). The moderating effect of product life cycle (PLC) is also investigated. Using data collected from 204 manufacturers, we show that all three strategic orientations positively contribute to MC capability, both directly and indirectly through CKU. Further, our empirical findings suggest that the effects of customer, competitor and innovation orientation on MC capability are contingent on PLC. The effects of customer orientation on CKU and the effects of competitor orientation on CKU and MC capability are stronger when a product is in the maturity stage of its life cycle, whereas the effect of innovation orientation on CKU and MC capability are stronger in the growth stage. These findings suggest that to effectively improve MC capability, managers need to leverage external and internal orientations at different stages of the PLC.

Keyword

China ;  contingency effect ;  marketing operations management interface ;  mass customisation capability ;  product life cycle ;  strategic orientation