Most recent papers:

• Diaspora identity, acculturation policy and FDI: The Indian diaspora in Canada and the United States.
  Masud Chand.
  Asian Business & Management. May 28, 2014
  We use the Indian diaspora in Canada and the United States to explore the effect that host-country acculturation policies can have on the attitudes that immigrants hold toward the home and host countries, and how these attitudes can affect the flow of foreign direct investment (FDI) from host to home countries. Our results reveal that Indo-Canadians feel more at home in Canada than Indian-Americans do in the United States, and that they are less likely to invest in India. This indicates that attitudes toward both the home and host country are important factors affecting diaspora FDI, and that a host country’s acculturation mode significantly affects a diaspora’s attitude toward both the home and host countries.

  May 28, 2014   doi: 10.1057/abm.2014.6   open full text
• An opportunity for east and west to share leadership: A multicultural analysis of shared leadership preferences in global teams.
  Kendall Herbert, Audra I Mockaitis, Lena Zander.
  Asian Business & Management. May 14, 2014
  This study investigates the relationship between cultural values and shared leadership preferences, using a sample of 357 potential globally dispersed team members. A significant positive relationship between both horizontal individualism and horizontal collectivism and shared leadership preferences is identified. We also find significant differences in individual-level cultural values between Asian and non-Asian respondents. Shared leadership preferences exhibited fewer differences, suggesting the possibility for sharing leadership in multicultural teams. Our findings add to the literature by detailing the relationship between cultural values and shared leadership preferences, and furthering our understanding of contemporary team leadership preferences among Asians and non-Asians.

  May 14, 2014   doi: 10.1057/abm.2014.10   open full text
• Foreign subsidiaries’ internal and external R&D cooperation in South Korea: Explanatory factors and interaction.
  Axèle Giroud, Yoo Jung Ha, Mo Yamin.
  Asian Business & Management. May 07, 2014
  This article analyses R&D cooperation strategies by foreign subsidiaries of MNEs located in South Korea. It differentiates between foreign subsidiaries with no R&D cooperation and those which favour internal or external R&D cooperation. Providing country-specific discussion in the context of South Korea, this enables comparison and contrast of the importance of innovation networks developed by MNE subsidiaries. Using various models, the results show that foreign subsidiaries in South Korea adopt complementary internal and external R&D cooperation strategies. Knowledge sourcing is found to be a key determinant of R&D cooperation, and government policies act as a strong incentive for inter-firm collaboration.

  May 07, 2014   doi: 10.1057/abm.2014.8   open full text
• What drives the international ownership strategies of Chinese firms? The role of distance and home-country institutional factors in outward acquisitions.
  Youngwoo Lee, Martin Hemmert, Jongsoo Kim.
  Asian Business & Management. May 07, 2014
  We study antecedents of the international ownership strategies of Chinese multinational enterprises (MNEs). Analyzing firm-level data on 380 outward acquisitions of Chinese MNEs during 2005–2012, we find their ownership shares to be negatively related to administrative and regulative distance, but positively related to cultural and geographical distance between home and host countries. Moreover, higher ownership shares are acquired in target countries with a high density of strategic assets and high financial-market capitalization, while state-owned enterprises take lower equity positions than private companies. Overall, we find home-country institutional factors more relevant for international ownership strategies among Chinese MNEs than cross-national distance factors.

  May 07, 2014   doi: 10.1057/abm.2014.5   open full text
• CEO duality, board independence, corporate governance and firm performance in family firms: Evidence from the manufacturing industry in Malaysia.
  Chin Fei Goh, Amran Rasli, Saif-Ur-Rehman Khan.
  Asian Business & Management. April 09, 2014
  In this study, we use the contestability exercised by non-dominant large shareholders to measure how internal governance mechanisms influence firm monitoring in a structure with multiple large shareholders. This extends knowledge of principal-principal conflicts and family business by introducing the moderating effects of Chief Executive Officer (CEO) duality and board independence. Using a sample of Malaysian manufacturing family firms, we find that non-dominant large shareholders rely on board independence to strengthen firm monitoring. However, family owners do not utilise CEO duality to weaken the monitoring of non-dominant large shareholders, even though they prioritise firm control to safeguard family interests.

  April 09, 2014   doi: 10.1057/abm.2014.4   open full text
• The competence creation of recently-formed subsidiaries in networked multinational corporations: Comparing subsidiaries in China and subsidiaries in industrialized countries.
  Feng Zhang, John A Cantwell, Guohua Jiang.
  Asian Business & Management. August 07, 2013
  We argue that a federative internal and loosely coupled external network of an multinational corporation (MNC) offer opportunities for recently-formed subsidiaries to become competence-creation nodes at an early stage of their development. By comparing technological knowledge inflow and outflow patterns of subsidiaries in China and counterparts in industrialized countries, we find that subsidiaries in China are not only involved in competence creation, but also contribute to building their MNC’s competitive advantage. The results suggest that instead of being ‘born dependent’, recently-formed subsidiaries in networked MNCs can be ‘born interdependent’ as competence-creation nodes of MNCs.

  August 07, 2013   doi: 10.1057/abm.2013.12   open full text
• Managing talents for global leadership positions in MNCs: Responding to the challenges in China.
  Christian Schmidt, Sebastian Mansson, Harald Dolles.
  Asian Business & Management. July 31, 2013
  In emerging economies, the shortage of skilled leadership talent is a significant challenge for multinational corporations (MNCs). China has an acknowledged shortage of nationals operating effectively at higher levels of ‘Western’ MNCs. This study shows how those corporations structure their approach to identifying and developing global leadership talents, and to what extent this is adapted to China. Based on Swedish MNCs, we reveal that MNCs do not experience difficulties in transferring their talent management and leadership development approach, and adaptations in China, while limited, do exist for lower levels of responsibility; at advanced leadership levels, there are no adaptations of global leadership standards.

  July 31, 2013   doi: 10.1057/abm.2013.11   open full text
• Learning to lead: A comparison of developmental events and learning among managers in China, India and the United States.
  Ellen Van Velsor, Meena Wilson, Corey Criswell, N Anand Chandrasekar.
  Asian Business & Management. July 17, 2013
  In rapidly growing Asian economies, the need to recruit and train additional leadership talent is particularly problematic, as the demand for talent continues to outstrip available indigenous human capital. Yet most leadership development research to date has focused on US samples. The current study extends our knowledge about how managers develop as leaders by analyzing and comparing qualitative data on key developmental events and lessons from senior executives in China and India, and including a comparison to similar recent US data.

  July 17, 2013   doi: 10.1057/abm.2013.9   open full text
• Does emotional intelligence moderate the relationship between workplace bullying and job performance?
  Fatima Ashraf, Muhammad Asif Khan.
  Asian Business & Management. June 19, 2013
  Despite awareness of the destructive impact of workplace bullying on work-related aspects, the construct remains scarcely researched, particularly within Asian settings. The present investigation mainly premised an undesirable impact of (supervisor) workplace bullying on (employee) job performance and that emotional intelligence (EI) of the bullied would moderate the negative impact. Using data from 242 doctors employed in five hospitals and six clinics in Islamabad and Rawalpindi, regression analyses confirmed the two main hypotheses. Although bullying negatively impacted job performance, the harmful impact was lower for those high on EI and higher for those low on EI. The study mainly highlights the need to eliminate workplace bullying from organisations and also emphasises the importance of EI to cope with bullying, for those bullied at work.

  June 19, 2013   doi: 10.1057/abm.2013.5   open full text
• Multicultural validation of a three-dimensional framework of managerial competencies: A comparative analysis of its application in Asian versus non-Asian countries.
  María José Bosch, Yih-teen Lee, Pablo Cardona.
  Asian Business & Management. June 12, 2013
  In this article, we examine the structural stability of a three-dimensional model of managerial competencies across 11 non-Asian countries (Brazil, Colombia, Ireland, Germany, Greece, Mexico, Peru, Poland, Russia, Spain and the United States) and 4 Asian countries (China, Pakistan, Philippines and Thailand). The results indicate that the three competency dimensions (external, interpersonal and personal) are stable across countries. We further investigate potential variation across countries in terms of the weight allocated to different competencies. We discovered that Asian countries place heavier emphasis on external and interpersonal dimensions; non-Asian countries tend more toward the personal dimension. In addition, key managerial implications, particularly with regard to leadership development, are discussed.

  June 12, 2013   doi: 10.1057/abm.2013.8   open full text
• The effects of managerial capabilities on export, FDI and innovation: Evidence from Indian firms.
  Martijn Adriaan Boermans, Hein Roelfsema.
  Asian Business & Management. June 12, 2013
  Using a resource-based view of the firm, we analyze in what way managerial capabilities shape the internationalization decisions of firms in emerging markets, specifically Indian manufacturers. We build a conceptual model that connects managerial capabilities to export and foreign direct investment (FDI). The empirical analysis demonstrates that prior experience of managers in multinational firms is associated with exporting. The share of managers with a foreign business education is connected to FDI. We also check for self-selection and provide evidence for the effects that managerial capabilities and internationalization have on efficiency and innovation.

  June 12, 2013   doi: 10.1057/abm.2013.7   open full text
• Subsidiary control in Japanese, German and US multinational corporations: Direct control from headquarters versus indirect control through expatriation.
  Markus Pudelko, Helene Tenzer.
  Asian Business & Management. June 05, 2013
  This study examines the degree to which Japanese, German and US multinational corporations (MNCs) use two different subsidiary control mechanisms: direct control through headquarters and indirect control through staffing key positions in subsidiary management with expatriates. On the basis of data from 617 subsidiaries, we found that US MNCs focus more on the former, whereas Japanese MNCs rely primarily on the latter. German MNCs take a middle position. Furthermore, we found across all three countries that the more technical management functions are controlled more tightly than more culturally sensitive areas. The reliance of Japanese MNCs on subsidiary control through expatriates suggests that these corporations have a particularly acute need to invest in global talent management systems.

  June 05, 2013   doi: 10.1057/abm.2013.6   open full text