【工商论坛】NO.5:2016暑期战略管理研讨会
发布时间:2016-06-11 08:00:00 来源:国际工商管理学院 点击率:

2016上海财经大学暑期战略管理研讨会

上海财经大学国际工商管理学院

时间:2016611日至612

地点:上海市武东路100号上海财经大学

国际工商管理学院206

DAY 1 (Saturday, 11 June)

 

8:30 – 9:00     Registration

9:00 – 9:30            Opening Remarks

 

Paper Session I: CEO and corporate governance

 

9:30 –10:15     Why Do Some New CEOs Make More Strategic Changes Than Others?  The Influence of Their Prior Board Experience

(Wei Shen, Arizona State University)

 

10:15 – 11:00   That Could Have Been Me: Director Deaths, Mortality Salience, and CEOReprioritization

(Guoli Chen, INSEAD)

11:00 – 11:45    Emotional Teaching: How CEO and Top Management Team Learn from Each Other in China

(Weiru Chen, CEIBS)

                    

12:00 – 1:45    Lunch

 

Paper Session II: Entrepreneurship

 

2:00 – 2:45      Economic Inequality and Entrepreneurship: Micro Evidence from China

(Xuanli Xie, Peking University)

 

2:45 – 3:30     创业研究前沿预测与探讨

(Yanfeng Zheng, University of Hong Kong)

             

3:30 – 4:15      But We Are Different: Sensemaking of Institutional Transition and the Changing Entrepreneurial Networking Patterns in China

(Chenjian Zhang, University of Bath)

 

4:30 – 6:00       Panel Discussion: Research Project Development & Review Process Management

(Guoli Chen, Weiru Chen, Wei Shen, Yi Tang, and Heli Wang)

 

6:00 – 8:30     Dinner

 

DAY 2 (Sunday, 12 June)

 

Paper Session III: Knowledge and Innovation

 

9:00 – 9:45      The Effect of Knowledge Decomposability on Technological Exploration in Technological Acquisitions

(Zhengyu Li, Shanghai University of Finance and Economics)

 

9:45 –10:30     Fly to the Blue Sky: Pilot CEOs and Firm Innovation

(Yi Tang, Hong Kong Polytechnic University)

 

10:30 – 11:15   Social Capital, Organizational Politics and Boundary-spanning Knowledge Search

(Yan Gao & Zhao Zhou, Shanghai University of Finance and Economics)

 

11:30 – 1:15    Lunch

 

Paper Session IV:Politics, SOEs, and Market Pressure

 

1:30 – 2:15     Political Position and Defiance of Governmental Mandates: Firm Response to Minimum Wage Standards in China

(Runtian Jing, Shanghai Jiaotong University)

 

2:15 – 3:00      Global Investment Strategies by State-owned Enterprises

(Jing Li, Simon Fraser University)

 

3:00 – 3:45      Do Chinese Companies Face Capital Market Pressure?

(Yu Zhang, CEIBS)

 

3:45 – 4:30       Resolving the Tension between Strategic CSR and Legitimacy: The Roles of Scope and Content Conformity

                       (Heli Wang, Singapore Management University)

 

4:30 – 4:45        Closing Remarks

                       

 


Appendix: Presentation Abstract

 

Why Do Some New CEOs Make More Strategic Changes Than Others? The Influence of Their Prior Board Experience

Wei Shen

The study explores the effect of new CEOs’ prior board experience on strategic change. We develop a theory to explain how prior board experience may affect new CEOs’ propensity and ability to initiate strategic change. Specifically, we suggest that prior experience on the focal board will inhibit strategic change, while prior experience on the boards of other firms will facilitate strategic change. We also predict that prior board experience with strategic change at other firms will have a positive impact on strategic change at the focal firm. Using data from a sample of the S&P500 firms from 2003 to 2013, we find that support for our theoretical predictions. Our study contributes to the literatures on strategic change, upper echelons theory, and CEO succession.

 

That Could Have Been Me: Director Deaths, Mortality Salience, and CEO Reprioritization

Guoli Chen

Individuals often respond to the death of a peer by re-evaluating their approach to, and priorities in, their lives and careers. In this study, we synthesize work addressing this general human tendency with strategic leadership research. We hypothesize, and find evidence for our claim, that CEOs experiencing the death of a director at the same firm will be associated with a series of outcomes reflecting both withdrawal behaviors and generative behaviors. At the CEO level, we examine changes in the pattern of CEOs’ outside directorships. At the firm level, we examine changes in the pattern of corporate resource allocation. We further show that the impact of director deaths is amplified in situations where CEO mortality salience is likely to be most acute (high CEO-director demographic similarity and sudden director deaths). 

 

Emotional Teaching: How CEO and Top Management Team Learn from Each Other in China

Weiru Chen

A competent and cohesive top management team (TMT) is critically important for firm performance. Yet we know very little about how competent and cohesive TMTs come about, in particular whether and how CEOs develop their TMT members. Based on a three-year inductive study of three Chinese firms, we found that CEOs develop their TMTs by performing emotion management to help their TMT members acquire new knowledge and develop new executive behavior. We call this process emotional teaching. We also identify a number of conditions that explain for the variation in the effectiveness of emotional teaching, and then how TMT provided feedback to CEO that helps CEO to learn as well. Our research contributes to the literatures on top management team, emotion management, mentoring and training, leadership, and management education.

 

Economic Inequality and Entrepreneurship: Micro Evidence from China

Xuanli Xie

We develop a multi-level theoretical explanation on why inequality may affect individuals’ decision to engage in entrepreneurship activity due to social comparison. We use a sample of 5154 Chinese households in 2010 and 2012, merged with county-level variables, to test our hypothesis. Instrumental variable is used to address the potential endogeneity problem of inequality measures. Apart from a robust positive impact of inequality on entrepreneurship, we further find that inequality generates social comparison with relevant reference groups and each group may engage in different types of entrepreneurship activities. Specifically, poor individuals are more likely to enter necessity entrepreneurship with a higher level of inequality between the poor and the middle class, while the middle class are more likely to enter opportunity entrepreneurship with a higher level of inequality between the middle class and the rich.

 

创业研究前沿预测与探讨

Yanfeng Zheng

Entrepreneurship research has advanced at an unprecedented rate during the past fewdecades asevidenced by the number of academic publications and the new PhD programs. Needless to say, entrepreneurship is commonly regarded as the driver of economics in countries such as China and U.S. From its early root in sociology and psychology, the entire field is moving toward a new era. In terms of research topics, we will see tighter integration between theory and practice so that the research will exhibit both theoretical beauty as well as practical implications. In terms of research method, the field is becoming the most acceptable to numerous advanced and novel research designs such as big data analytics. In this short talk, I will give a quick overview of what is entrepreneurship research and propose a few promising topics/methods for future entrepreneurship research.

 

But we are Different: Sensemaking of Institutional Transition and the Changing Entrepreneurial Networking Patterns in China

Chenjian Zhang

Social networks are vital for entrepreneurial success in China. Yet, extant literature remains unclear about how entrepreneurial networking behaviors might change and why they change during the institutional transition. To address this gap, this study connects social network research and sensemaking theory to exam this underdeveloped topic. By comparing networking patterns of Chinese incumbent entrepreneurs and new entrepreneurs, we find that incumbents adopt a guanxi networking approach while new entrepreneurs pursue strategic networking. We then unpack how four underlying sensemaking mechanismsinterpreting marketization, discerning trust relationship, attributing to cohort identity, and extrapolating temporalitylead to such differences. This study sheds light on how sensemaking of external environment affect networking behaviors. It highlights the importance of examining entrepreneurs’ differentiated perception and interpretation of the institutional transition, rather than assuming the unanimous effect of institutional transformation on strategic adaptation.

 

The Effect of Knowledge Decomposability on Technological Exploration in Technological Acquisitions

Zhengyu Li

We investigate the effect of the acquiring firm’s knowledge-base decomposability on its post-acquisition technological exploration. We develop arguments to explain how organizational variations in a firm’s capability to decompose its internal knowledge elements affect the generation of exploratory technologies from technological acquisitions. We also examine how the malleability and size of the acquired knowledge base compensate the magnitude of this effect. Our findings suggest that firms with a moderate understanding of the interdependencies between internal knowledge elements (i.e., with a near-decomposable knowledge base) generate the most exploratory technologies from technological acquisitions. We also find that the magnitude of this effect can be enhanced by acquiring knowledge bases with higher malleability, or with a larger size.

 

Fly to the Blue Sky: How CEOs’ Piloting Hobby Affects Firm Innovation

Yi Tang

Existing research on upper echelons theory has often examined the work-related experiences of corporate executives, but their off-the-job experiences could be just as insightful. This study highlights one hobby popular among CEOs—that of piloting a private aircraft—and investigates its effect on firm innovation. We propose that CEOs’ piloting hobby, which is exogenous to the firm-level characteristics, reflects their inherent risk-taking propensity, which contributes to a higher level of firm innovation. This effect can be either strengthened or weakened when certain CEOs’ financial incentives are in place. Using a unique dataset on 89 pilot CEOs and 1,658 non-pilot CEOs in U.S. listed firms across multiple industries between 1992 and 2005, we found that firms steered by CEOs holding a private pilot license invest more in innovation, generate more patents and obtain more patent citations. Consistent with the asymmetric risk properties of stock ownership and stock option pay, we further found that the pilot CEO-firm innovation relationship becomes weaker when pilot CEOs have more stock ownership, while becomes stronger when pilot CEOs’ pay is more tied to stock option. Implications to research on strategic leadership, firm innovation and corporate governance are discussed.

 

Social capital, Organizational Politics and Boundary-spanning Knowledge Search

Yan Gao & Zhao Zhou

Previous studies on social capital and knowledge management prevailingly examine the impacts of social capital on the results of knowledge search, i.e. knowledge acquisition and innovation performance. A close but not well-examined question is that whether social capital impacts boundary-spanning knowledge search. In this study, we address this question by exploring how social capital influences boundary-spanning knowledge search (i.e. demand-side search and supply-side search). We also explore the moderating effect of organization politics. Building on the relational view and knowledge-based theories, we propose that social capital facilitates both demand side and supply side knowledge search. However, the moderating influences of organizational politics on the two types of knowledge search are different. More specifically, we propose that organizational politics positively moderate the social capital and demand-side knowledge search relation, while negatively moderate the social capital and supply-side knowledge search.

 

Political Position and Defiance of Governmental Mandates: Firm Response to Minimum Wage Standards in China

Runtian Jing

Our study examines how political position, the rank firms occupies in an administrative hierarchy, affects their response to governmental mandates. Using a novel data set of 25,564 industrial firms across three industries from 2001-2006, we find an inverse U-shaped relationship between political position and whether firms’ comply with or defy governmental minimum wage policy. Results show that firms with low and high political position are more likely to comply with the minimum wage standard, while firms with a middle political position defy the standard. Furthermore, we identify three important contingencies - firm economic performance, local legal environment development and peer behavior – that moderate this curvilinear relationship. We discuss contributions to research on political network effects, and institutional theory.

 

Global investment strategies by state-owned enterprises

Jing Li

I will discuss my recent publications and ongoing research on global investment strategies by state-owned enterprises (SOEs). SOEs may face legitimacy challenges in overseas investments because local stakeholders are concerned about their political motivations. I will discuss the impact of legitimacy concerns on SOEs’ cross-border acquisition success, and the strategies that SOEs use to deal with such concerns. I will also discuss the contributions of research on SOEs to the literature as well as some directions for future research.

 

Do Chinese Companies Face Capital Market Pressure?

Yu Zhang 

Capital market pressure, or the pressure from capital market on managers for certain behavior and performance outcomes, has become an important force influencing managerial behavior and decisions. However, the phenomenon of capital market pressure may not be unique to the firms listed on the U.S. stock market. One important question to ask is whether such phenomenon also diffuses to other emerging countries, such as China, where the stock market gets established and developed dramatically in the past two decades. The knowledge about this question is not only important for us to understand the diffusion of capital market practices from developed countries to emerging countries, but also to understand the influence of capital market pressure on the long-term competitiveness of Chinese and U.S. firms, and the competition and cooperation among them. I will present 1) a brief introduction of my prior research about the impact of earnings pressure on firm strategy and performance in the US; 2) my current project as well as other Chinese scholars’ work trying to examine the impact of earnings pressure on Chinese firms; and 3) possible problems and new angles for studying capital market pressure and its impact on Chinese companies.  

 

Resolving the Tension between Strategic CSR and Legitimacy: The Roles of Scope and Content Conformity

Heli Wang

Recent CSR literature emphasize that firms benefit the most from strategic CSR, by customizing their CSR practices based on unique firm strategies and operations. On the other hand, as CSR’s effect on firm value is generally indirect through its influence on stakeholder attitude and firm reputation, adopting strategic CSR only create value if it is appreciated by stakeholders, including the public and investors. With the presence of information asymmetry, gaining legitimacy may be critical in order to draw attention and meet expectations of general public, investors, and analysts. Gaining legitimacy, however, is generally associated with conforming to standard practices, which is often at odds with customizing CSR practices based on unique firm feature. Thus there might be some tension between engaging in strategic CSR and adopting CSR practices that help gain legitimacy. The existing literature that typically focus on the level of CSR has not been able to address this tension. 

Building on literature on non-financial information disclosure and Zuckman (1999)’s two-stage model, we develop the argument that firms gain legitimacy through a certain level of conformity in CSR practices. On the other hand, with the presence of legitimacy (analyst attention), disconformity (unique firm CSR) should be positively associated with firm value. Further, we differentiate types of conformity and argue that while scope conformity is more important in gaining legitimacy, content disconformity is more important in affecting firm value.

 

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