Leung Handbook of Asian Management

1. Auflage 2004
ISBN: 978-1-4020-7932-0
Verlag: Kluwer Academic Publishers
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 544 Seiten

Our understanding of management in Asia has not kept pace with the demands of managers and students. The Handbook of Asian Management provides in-depth critical reviews of central topics in strategy and organizational behavior research in Asian contexts. Leading scholars take stock of what has been learned and give clear directions towards greater rigor and relevance for research in this region.

Written for: MBA students, Ph.D. graduate students and researchers in international business and management and comparative or cross-cultural management.

The Editors

Kwok Leung (Ph.D. in Psychology, University of Illinois) is Professor of management, City University of Hong Kong. His research interests include justice, conflict, and culture, and he has published widely in these areas. He is currently the Editor of Asian Journal of Social Psychology, an associate editor of Asia Pacific Journal of Management, and a departmental editor of Journal of International Business Studies. He is on the editorial board of several journals, including Journal of Applied Psychology, Applied Psychology: An International Review, and Journal of Cross-Cultural Psychology.

Steven White is Assistant Professor of Asian Business and Comparative Management at INSEAD. He studies the dynamics of organizational change, interorganizational relationships, and cross-cultural management issues. His work has appeared in the Academy of Management Journal, Journal of Management Studies, Organization Studies, Research Policy and Asia Pacific Journal of Management.

Autoren/Hrsg.

Leung, Kwok

Inhaltsverzeichnis

1;FOREWORD;7
1.1;REFERENCES;11
2;PREFACE;12
3;Part I INTRODUCTION;14
3.1;1 TAKING STOCK AND CHARTING A PATH FOR ASIAN MANAGEMENT RESEARCH;15
3.1.1;INTRODUCTION;15
3.1.2;WHAT DOES RESEARCH IN ASIA OFFER?;16
3.1.2.1;Asia as a source of problems and phenomena;17
3.1.2.2;Asia as a theory-testing ground;18
3.1.2.3;Asia as a source of constructs and theory;19
3.1.2.4;Asia as an alternative cluster of management systems;20
3.1.3;ISSUES FOR THE FUTURE;22
3.1.3.1;Are all Asians Alike?;22
3.1.3.2;Configurational Approaches;24
3.1.3.3;Interplay of Emic and Etic Traditions;25
3.1.3.4;Interaction Processes;27
3.1.3.5;Methodological Rigor;28
3.1.4;CONCLUSIONS;28
3.1.5;REFERENCES;29
3.2;2 ETIC AND EMIC APPROACHES TO ASIAN MANAGEMENT RESEARCH;31
3.2.1;EMIC AND ETIC APPROACHES;31
3.2.1.1;The Concepts;31
3.2.1.2;The Etic–Emic Divide;33
3.2.2;DIALECTICS BETWEEN EMIC AND ETIC APPROACHES;34
3.2.2.1;Imposed Etics;35
3.2.2.2;Etics That Aim to Explain Cultural Differences;38
3.2.2.3;Emics That Stand Out;43
3.2.2.4;Integrative Approaches;47
3.2.3;SUGGESTIONS FOR RESEARCH;51
3.2.4;PRACTICAL IMPLICATIONS;53
3.2.5;REFERENCES;55
4;Part II STRATEGY;63
4.1;3 TOWARDS THE DEVELOPMENT OF STRATEGY THEORY;64
4.1.1;INTRODUCTION;64
4.1.1.1;Current State of Research;65
4.1.1.2;How is Strategy Different?;67
4.1.1.3;Limits of Cultural Impact;68
4.1.2;SIGNIFICANT DIFFERENCES;71
4.1.2.1;Institutional Environment;71
4.1.2.2;The Role of Governments8;73
4.1.2.3;Rate of Change;75
4.1.2.4;Regional Diversity;77
4.1.2.5;Business Networks;79
4.1.2.6;Governance Systems;81
4.1.2.7;Explaining the Differences;82
4.1.2.8;Research Implications;84
4.1.2.9;The Way Forward;86
4.1.3;ACKNOWLEDGEMENTS;87
4.1.4;NOTES;87
4.1.5;REFERENCES;90
4.2;4 CONTEXT, CONFIGURATION AND CAPABILITY;95
4.2.1;THE CONCEPT OF ORGANIZATION DESIGN IN THE ASIAN CONTEXT;95
4.2.2;INSTITUTIONAL CONTEXT AND ORGANIZATIONAL DESIGN: SIX CONFIGURATIONS;97
4.2.2.1;Government Linked Enterprises (GLEs);98
4.2.2.2;Family Business Groups (FBGs);101
4.2.2.3;Chaebol;106
4.2.2.4;Keiretsu & Kaisha;110
4.2.2.5;Mainland China State-led Business Groups (CBGs);115
4.2.2.6;Production Networks and Global Commodity Chains;118
4.2.3;CONFIGURATION AND CAPABILITY;121
4.2.3.1;GLE Capabilities;122
4.2.3.2;FBG Capabilities;123
4.2.3.3;Chaebol Capabilities;124
4.2.3.4;Keiretsu & Kaisha Capabilities;126
4.2.3.5;CBG Capabilities;126
4.2.3.6;Global Commodity Chain Capabilities;127
4.2.4;CONCLUSION;128
4.2.5;REFERENCES;131
4.3;5 FIRM DIVERSIFICATION IN ASIA;138
4.3.1;INTRODUCTION;138
4.3.2;WESTERN BASED AND DOMINANT PARADIGMS OF DIVERSIFICATION RESEARCH;139
4.3.3;REVIEW OF EMPIRICAL STUDIES ON DIVERSIFICATION IN ASIA;141
4.3.3.1;The People’s Republic of China (the PRC);142
4.3.3.2;Taiwan;147
4.3.3.3;Hong Kong;148
4.3.3.4;Japan;149
4.3.3.5;South Korea;150
4.3.3.6;Singapore;152
4.3.3.7;India;153
4.3.3.8;Comparative studies;155
4.3.4;DISCUSSION;156
4.3.5;CONCLUSION;159
4.3.6;REFERENCES;160
4.4;6 THE ASIAN MULTINATIONAL CORPORATION;164
4.4.1;BACKGROUND;164
4.4.2;ASIAN MULTINATIONALS: A HISTORICAL PERSPECTIVE;178
4.4.3;IS THE ASIAN MULTINATIONAL A THEORETICALLY ANOMALOUS PHENOMENON?;180
4.4.4;MOTIVATIONS AND PROFILE OF ASIAN MULTINATIONALS;190
4.4.5;STRATEGY OF THE ASIAN MULTINATIONALS;192
4.4.6;THE ASIAN MULTINATIONALS’ BASIS OF COMPETITIVE ADVANTAGE;196
4.4.7;ROLE OF GOVERNMENTS;198
4.4.8;TYPOLOGY OF ASIAN MULTINATIONALS;199
4.4.8.1;Expatriate multinationals;199
4.4.8.2;Ethnic Multinationals;201
4.4.8.3;Government Linked Firms;202
4.4.8.4;Intermediators;202
4.4.8.5;Advanced Intermediators;203
4.4.8.6;Regional MNCs;203
4.4.8.7;The Undiversified Global Players;204
4.4.8.8;The Diversified Global Players;204
4.4.9;FUTURE RESEARCH ON ASIAN MULTINATIONALS;205
4.4.10;NOTES;209
4.4.11;REFERENCES;210
4.5;7 ASIAN ENTREPRENEURSHIP RESEARCH;215
4.5.1;THE CONTEXT OF ENTREPRENEURIAL BEHAVIOR IN ASIA;216
4.5.2;ENTREPRENEURIAL BEHAVIOR AND ASIAN ENTREPRENEURSHIP RESEARCH;218
4.5.3;ENTREPRENEURIAL CHARACTERISTICS;218
4.5.3.1;Traits and Characteristics;218
4.5.3.2;Networks and Guanxi;223
4.5.3.3;Gender;225
4.5.4;MACRO-ENVIRONMENTAL IMPACTS;227
4.5.4.1;Governmental Policy;227
4.5.4.2;Finance, Taxation, and Development Schemes;228
4.5.4.3;Venture Capital;229
4.5.4.4;Societal and Entrepreneurial Culture and Religion;231
4.5.5;OPPORTUNITY IDENTIFICATION;231
4.5.5.1;Business Founding;231
4.5.5.2;Growth in Number of Firms;232
4.5.5.3;Market and Niche Entry Strategies;233
4.5.5.4;Rural Entrepreneurship;234
4.5.6;BUSINESS GROWTH;235
4.5.6.1;Growth within the Entrepreneurial Firm;235
4.5.6.2;Entrepreneurial Competence;236
4.5.6.3;Innovation and Corporate Entrepreneurship;236
4.5.6.4;International Venturing;237
4.5.7;BUSINESS SURVIVAL;238
4.5.7.1;Professional Managers and Consultants;238
4.5.7.2;Succession and Survival;239
4.5.8;CONCLUSIONS AND IMPLICATIONS;239
4.5.9;REFERENCES;241
4.6;8 THE DOUBLE-EDGED SWORD OF ORGANIZATIONAL CULTURE IN ASIA;252
4.6.1;INTRODUCTION;252
4.6.2;ALTERNATIVE PARADIGMS OF ORGANIZATIONAL CULTURE;253
4.6.3;MANAGERIAL APPROACH: CORPORATE;254
4.6.4;CULTURALISM AND CULTURE AS A VARIABLE;254
4.6.5;ANTHROPOLOGICAL APPROACH: ORGANIZATION AS CULTURE;255
4.6.6;CRITICAL AND POSTMODERN APPROACHES: CULTURE AS TARGET OF CRITICISM;256
4.6.7;EPISTEMOLOGICAL ISSUES IN THE COMPARATIVE STUDY OF ORGANIZATIONAL CULTURE;257
4.6.8;QUANTITATIVE APPROACHES AND HOFSTEDE’S MIXED LEGACY;257
4.6.9;THE DILEMMA OF QUALITATIVE APPROACHES;258
4.6.10;CRITICAL PERSPECTIVES ON “ ASIAN” MANAGEMENT;259
4.6.11;PAROCHIAL UTOPIAN VIEWS AND THE FAILURE OF CORPORATE CULTURALISM;260
4.6.12;THE YING AND YANG OF CONFUCIAN TRADITION;262
4.6.13;SURPRISING EAST–WEST CONNECTIONS;264
4.6.14;TOWARD REFLEXIVE ORGANIZATIONS AND TRANSNATIONAL DIALOGUES;265
4.6.15;ACKNOWLEDGEMENTS;266
4.6.16;REFERENCES;266
4.7;9 WESTERN AND ASIAN BUSINESS ETHICS;271
4.7.1;INTRODUCTION;271
4.7.2;PART ONE: MACRO-APPROACHES TO COMPARATIVE;272
4.7.3;BUSINESS ETHICS;272
4.7.3.1;Section One: Normative Macro-Approaches;272
4.7.3.2;Empirical Macro-Approaches;278
4.7.3.3;Section Three: Problems with Normative and Empirical Macro- Approaches & Recommendations for Future Research;281
4.7.4;PART TWO: MICRO-APPROACHES TO BUSINESS ETHICS;286
4.7.4.1;Section One: Normative Micro-Approaches;286
4.7.4.2;Section Two: Empirical Micro- Approaches;289
4.7.4.3;Section Three: Problems with Normative and Empirical Micro- Approaches & Recommendations for Future Research;290
4.7.5;REFERENCES;292
5;Part III ORGANIZATIONAL BEHAVIOR AND HUMAN RESOURCE MANAGEMENT;299
5.1;10 ORGANIZATION BEHAVIOR;300
5.1.1;INTRODUCTION;300
5.1.2;ORGANIZATION BEHAVIOR EAST AND WEST;303
5.1.3;EAST MEETS WEST;306
5.1.3.1;The Rise and Fall of “Japanese Management”;306
5.1.3.2;China: The Big Dragon as a Silent Sounding Board;309
5.1.4;IN SEARCH OF AN EASTERN CONSTRUCT;310
5.1.5;IN SEARCH OF AN EASTERN INSTRUMENT;312
5.1.6;THE INSTITUTIONAL CONTEXT;313
5.1.7;ORGANIZATION BEHAVIOR EAST AND THE FUTURE OF ORGANIZATION BEHAVIOR;314
5.1.8;WHERE DO WE GO FROM HERE?;316
5.1.9;REFERENCES;317
5.2;11 KEEPING OTHERS IN MIND;319
5.2.1;INTRODUCTION;319
5.2.2;MODES OF THINKING: RELATIONSHIPS AND CONTEXT VS. INDIVIDUAL COMPONENTS;320
5.2.3;MAKING SENSE OF WORKPLACE BEHAVIORS;323
5.2.3.1;Comparing Employees;323
5.2.3.2;Assessing the Causes of Actions;325
5.2.3.3;Assessing the Reasons for Work Performance;328
5.2.3.4;Summary;331
5.2.4;SOCIALLY RESPONSIVE DECISION-MAKING;331
5.2.4.1;Socially Sanctioned Decision Rules;332
5.2.4.2;Estimates about the Uncertain;334
5.2.4.3;The Social Route to Persuasion;336
5.2.4.4;Summary;337
5.2.5;PROCESSING AS A GROUP;338
5.2.5.1;Decision-Making as a Group;338
5.2.5.2;Integration and Different Perspectives;339
5.2.5.3;Summary;342
5.2.5.4;Decision-Making Syndromes;342
5.2.6;DISCUSSION;343
5.2.7;NOTE;345
5.2.8;REFERENCES;345
5.3;12 WORK MOTIVATION IN ASIA;352
5.3.1;INTRODUCTION;352
5.3.2;THE PRESENT REVIEW;353
5.3.3;REVIEW THEMES;353
5.3.3.1;National versus Cultural Differences;353
5.3.3.2;Comparing Mean Differences versus Patterns;358
5.3.3.3;Etic versus Emic;360
5.3.4;ASIAN PROGRESS AND RESEARCH STYLES;363
5.3.4.1;Integrating ‘Time’ in our Research;366
5.3.5;CONTEXTUAL RELEVANCE;367
5.3.6;CONCLUSION;369
5.3.6.1;Looking to the Future;369
5.3.7;ACKNOWLEDGMENTS;372
5.3.8;REFERENCES;372
5.4;13 LEADERSHIP RESEARCH IN ASIA;376
5.4.1;LEADING IN ASIA: APPLYING EASTERN VALUES AND WESTERN THEORY;376
5.4.2;DEFINING LEADERSHIP;377
5.4.3;ASIAN VALUES: ORGANIZATION AS A FAMILY;378
5.4.3.1;Relationships;378
5.4.3.2;Leader as Head;379
5.4.3.3;Impact of Asian Research;380
5.4.4;UNDERSTANDING CULTURAL DIFFERENCES;382
5.4.4.1;Leader Orientations and Approaches;382
5.4.4.2;The GLOBE Program;383
5.4.4.3;Comparisons across Asia;384
5.4.4.4;Methodological Issues;385
5.4.4.5;Negotiating Leadership;386
5.4.5;THE CROSS-CULTURAL CHALLENGE;386
5.4.5.1;Event Management Approach;387
5.4.6;COOPERATION AND COMPETITION RESEARCH;388
5.4.6.1;Theory;388
5.4.6.2;Field Studies on Leadership in Asian Organizations;389
5.4.6.3;Experiments on Power and Conflict;390
5.4.6.4;Cross-Cultural Studies;391
5.4.6.5;Applying the Theory in Asia;391
5.4.7;CONCLUDING COMMENTS;392
5.4.8;REFERENCES;393
5.4.9;ACKNOWLEDGMENTS;393
5.5;14 INTERCULTURAL COMMUNICATION AND EFFECTIVE DECISION MAKING;399
5.5.1;INTRODUCTION;399
5.5.2;International Business Success;400
5.5.3;The Traits of Successful Sojourners: Linkages to Cultural Differences;401
5.5.4;Traits: Personality in Culture;402
5.5.5;Traits: Using and Sharing Skills;404
5.5.6;Dealing With Cultural Differences: Preparation;404
5.5.7;Culture and Interaction Styles;406
5.5.8;Various Cultural Differences and Their Impacts on;409
5.5.9;International Business Dealings;409
5.5.10;Cross-Cultural Communication and Technology;411
5.5.11;Multinational Organizations and High Order Communication;412
5.5.12;Language Specific v. Holistic Communication Styles;413
5.5.13;REFERENCES;414
5.6;15 IN THE EYE OF THE BEHOLDER;417
5.6.1;INTRODUCTION;417
5.6.1.1;Frameworks for Understanding Culture;418
5.6.2;DISTRIBUTIVE JUSTICE AND CULTURE;419
5.6.2.1;Incorporating Culture into Models of Distributive Justice;420
5.6.2.2;Distributive Justice Research: How Culture Shapes the Allocation of Rewards;423
5.6.3;PROCEDURAL JUSTICE AND CULTURE;425
5.6.3.1;Incorporating Culture into Theories of Procedural Justice;426
5.6.3.2;Procedural Justice Research: How Culture Shapes the Interpretation of Fair Process;428
5.6.4;AT THE CROSSROADS: DISTRIBUTIVE AND PROCEDURAL JUSTICE TOGETHER;430
5.6.4.1;Within Culture Studies of Justice;430
5.6.4.2;Comparative Studies of Justice;432
5.6.5;JUSTICE, CULTURE AND FUTURE RESEARCH;433
5.6.6;JUSTICE, CULTURE AND ORGANIZATIONAL PRACTICES;435
5.6.7;CONCLUSION;436
5.6.8;REFERENCES;437
5.7;16 CONFLICT MANAGEMENT IN ASIA;440
5.7.1;INTRODUCTION;440
5.7.2;CONSTRUCTS FROM ASIA;442
5.7.2.1;Collectivism;442
5.7.2.2;Indirect Communication;443
5.7.2.3;Hierarchy;444
5.7.3;INCORPORATING CULTURAL FINDINGS INTO A;446
5.7.4;FRAMEWORK OF CONFLICT RESOLUTION;446
5.7.5;DEFINING FRAMES, SCHEMAS, AND SCRIPTS;447
5.7.6;DELINEATING THE FRAMES, SCHEMAS, AND SCRIPTS OF CONFLICT RESOLUTION;448
5.7.7;CONFLICT FRAMES;448
5.7.8;CONFLICT SCRIPTS;449
5.7.9;CONFLICT SCHEMAS;450
5.7.9.1;Collectivism;450
5.7.9.2;Indirect Communication;452
5.7.9.3;Hierarchy;452
5.7.10;RELATIONSHIPS AMONG THE FRAMEWORK ELEMENTS;453
5.7.11;CONCLUSIONS AND FUTURE QUESTIONS;454
5.7.12;NOTE;456
5.7.13;REFERENCES;456
5.8;17 A NEW PERSPECTIVE ON DIVERSITY AND GROUP DYNAMICS IN ASIA;460
5.8.1;INTRODUCTION;460
5.8.2;DIVERSITY AND GROUP DYNAMICS;461
5.8.3;NEW PERSPECTIVES ON DIVERSITY AND GROUP DYNAMICS IN ASIA;464
5.8.3.1;Hierarchical Complementarity vs. Heterogeneous Age Diversity;464
5.8.3.2;Leader’s Diversity in Experience vs. Horizontal Functional Diversity among Members;466
5.8.3.3;Democratic Co-existence of Diversity vs. the Catalytic Transformation of Homogeneity;468
5.8.4;DISCUSSION;470
5.8.5;NOTES;472
5.8.6;REFERENCES;472
5.9;18 HUMAN RESOURCE MANAGEMENT IN ASIA;476
5.9.1;A REVIEW OF THE ASIAN CONTEXT AND HRM PRACTICES;478
5.9.1.1;The Asian Context;478
5.9.1.2;HRM Practices in Asia;483
5.9.2;A MODEL OF THE EMPLOYMENT RELATIONSHIP;490
5.9.2.1;The Nature of the Employment Relationship;490
5.9.2.2;Employment Relationship and HRM;494
5.9.2.3;Contextual Influence;496
5.9.3;ASIAN HRM REVISITED;499
5.9.4;CONCLUSION;501
5.9.5;REFERENCES;503
6;BIOGRAPHICAL SKETCHES;508
7;AUTHOR INDEX;516
8;SUBJECT INDEX;539
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Leseproben

Chapter 5 FIRM DIVERSIFICATION IN ASIA (p. 129-130)

Lu Yuan Chinese University of Hong Kong
Garry Bruton Texas Christian University
Hailin Lan Southern China University of Technology

INTRODUCTION

Diversification has long constituted an important position in both firm strategic management practices and academic research (Ansoff, 1965; Argyres, 1996; Chandler, 1962; Hill, Hitt and Hoskisson, 1992; Palich, Cardinal, and Miller, 2000; Rumelt, 1974; Ramanujam and Varadarajan, 1989; Williamson, 1975). Students of economics and strategic management have developed various theories and perspectives to examine corporate activities relevant to firm diversification (Brush, 1996; Ramanujam and Varadarajan, 1989; Reed and Luffman, 1986; Rumelt, 1974). However, despite diversification being wellresearched in Western countries, the topic as an academic inquiry is relatively new in Asia, where environments and business systems have characteristics considerably different from Western society. For example, in contrast to advanced market economies in the West where governments were usually kept away from market, most Asian countries adopted an ‘other directed’ development strategy in which governments consciously controlled and promoted economic development through policy, regulations, and/or even direct administrative intervention, such as state plans (Berlinger, 1966). In addition to the distinctiveness of Asian societies vis-à-vis those of the West, there is also great variation among Asian countries themselves. Take an example of GDP per capita. In 2000 Japan, Hong Kong and Singapore entered into the top twenty GNI per capita in the world, varying between $34,210 and $24,740. At the same time, two Asian countries with the largest population in the world, the People’s Republic of China (the PRC) and India, had GNI per capita of $840 and $460. A gap exists not only between different countries but also across regions which share similar cultural inheritances. For instance, mainland China, Hong Kong and Taiwan were assumed to operate within Greater China Economic Zone where Chinese traditional culture dominated in social norms and values system. In 2000 GNP per capita in Taiwan and Hong Kong exceeded $14,000 and $24,000, more than 60 and 180 percent over that in mainland China. There is also variation in the economic environments within the Greater China Economic Zone. Taiwan and Hong Kong have had a relatively developed market economy and their governments were largely kept away from business operations. By contrast, in mainland China the overall economic institution is in a transition from a centrally planned economy to a market one. A major characteristic of a transition economy is that the government exerts a strong influence over both macro and micro economic activities by allocation of resources allocation and control of or even direct administrative intervention in business organizations (Chen, 1995; Redding, 1990).

These differences between Western and Asian societies, and among Asian societies, have suggested many questions to scholars studying diversification. For example, does diversification in Asia exhibit the same or similar characteristics as that in Western countries if there are distinctive differences between the two societies? Are Western theories appropriate to the study of firm diversification in Asia? Does the research of Asia’s diversification require new context-specific design for the purpose of testing the limits of Western theories and conclusions? Furthermore, given the great discrepancy across Asian countries, will such inter-societal variance within Asia cause organizational differences in terms of firm behavior?

In this chapter we review previous studies of corporate diversification in seven major Asian countries and areas, including mainland China, Taiwan, Hong Kong, Japan, South Korea, Singapore and India. It begins with a brief review of Western theories of firm diversification. The second section will introduce findings from a literature survey of existing empirical studies in the seven Asian countries and areas. Building on literature survey findings, we will in the third section attempt to identify distinctive characteristics of firm diversification in Asia. The final section suggests directions for future research in this subject.