Abstract

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.

Keyword

Innovation

Abstract

本项研究得到了中欧国际工商学院众多校友和在读学员的积极参与，学院校友关系事务部、信息 技术部、市场传播部、各课程部门（EMBA, FMBA, GEMBA, HEMBA, MBA和高层经理培训）的 大力支持，以及学院研究经费的资助 (项目号：17BICS)，研究团队对此深表感谢。研究团队负全 部文责。 中欧国际工商学院（以下简称“中欧”）研究团队在2020年4月2日至9日期间就新冠肺炎疫情对 在华商业运营的影响做了线上问卷调查。本次调查共收到1,182份答卷，问卷填 写者中有892位（75.5%）任职于中资公司或中资占50%及以上的合资公司（以下简称“中资企 业”），有290位（24.5%）任职于外资（含港澳台）公司或外资占50%以上的合资公司（以下 简称“外资企业”）。

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2020 ;  Business Operations ;  China ;  China Business Survey ;  COVID-19 ;  中国 ;  中国商业报告 ;  中资企业 ;  商业运营 ;  外资企业 ;  新冠肺炎疫情

Abstract

CEIBS Research Team with three professors and two research assistants conducted an online survey from April 2nd to April 9th 2020, receiving 1,182 responses in total. 892 (75.5%) survey participants work for Chinese-owned firms or firms with 50% or more Chinese ownership, and 290 (24.5%) work for foreign-owned firms in China or firms with more than 50% foreign ownership.

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2020 ;  Business Operations ;  China ;  China Business Survey ;  COVID-19 ;  中国 ;  中国商业报告 ;  中资企业 ;  商业运营 ;  外资企业 ;  新冠肺炎疫情

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Abstract

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Business ;  China ;  中国 ;  中国商业报告 ;  China Business Survey

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Business ;  China ;  China Business Survey ;  中国 ;  中国商业报告

Abstract

Although it is an increasingly popular assumption that leader mindfulness may positively affect leader behaviors and, in turn, employee outcomes, to date, little empirical evidence supports this view. Against this backdrop, the present research seeks to develop and test a serial mediation model of leader mindfulness. Specifically, we propose that leader mindfulness enhances employee performance and that this relationship is explained by increased leader procedural justice enactment and, subsequently, reduced employees’ emotional exhaustion. We conducted three studies to test this model. Study 1 involved employees from a wide range of organizations in the USA (N = 275 employees). Study 2 used a sample of leaders and employees from China and measured our model variables at three different points in time (N = 182 employees and 54 leaders). Both studies provide consistent support for our hypotheses. Finally, Study 3 involved a laboratory experiment in which 62 senior executives were assigned to either a mindfulness induction or to a control condition. Again, results revealed a significant and positive link between leader mindfulness and leader procedural justice enactment. In sum, these findings expand our understanding of mindfulness to the domain of leadership, a key area of organizational research. Moreover, they complement prior studies by showing that mindfulness dynamics go beyond intrapersonal effects but also influence the attitudes and behaviors of others. We discuss our findings in light of their contributions to the mindfulness, ethics, and leadership literatures and point out implications for practice.

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Emotional exhaustion ;  Employee performance ;  Experiment ;  Field study ;  Justice rule adherence ;  Leadership ;  Mindfulness ;  Procedural justice enactment ;  Serial mediation

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Business ;  China ;  China Business Survey ;  中国 ;  中国商业报告

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Business ;  China ;  China Business Survey ;  中国 ;  中国商业报告

Abstract

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Business ;  China ;  China Business Survey ;  中国 ;  中国商业报告