a b s t r a c tRelational ties between manufacturers and their suppliers serve as an important strategic resource for value creation and realization. However, conflicting evidence exists regarding their role in the acquisition of specific knowledge. This study proposes that relational ties have a nonlinear effect on specific knowledge acquisition and that this nonlinear relationship is conditional on contract specificity and competitive intensity. Results from a sample of 385 manufacturer-supplier exchanges in China demonstrate that a buyer's relational ties with its major supplier have an inverted U-shaped effect on specific knowledge acquisition from this supplier; this inverted U-shaped relationship is stronger (steeper) when contract specificity is high and competition is more intense. These findings suggest that managers should understand the benefits and downsides of relational ties in acquiring specific knowledge and avoid building highly embedded ties when they draft detailed contracts or competition is highly intensive.

Focusing on long‐term buyer–supplier relationships, this article addresses two questions: (1) What are the antecedents that lead to the adoption of formal control, social control, or both? (2) What is the nature of the relationship between formal control and social control ‐ are they substitutes or complements? We develop a model to investigate the impact of the length of cooperation and institutionalization on the use of control mechanisms. Further, we argue that in China, formal control and social control may be substitutes in domestic buyer–supplier relationships, but they may be complements in international relationships. Survey data collected nationwide with executives in 380 domestic and 200 international buyer–supplier relationships in China are used to test our hypotheses.

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Traditional political risk theories often focus on a developing host country government's ability to intervene in the activities of foreign multinationals in the extractive or infrastructure sectors. This results in inadequate understanding of (1) how a government's motivation to intervene is influenced by the broader societal context, (2) the importance of multinationals' political risk at home, and (3) the increasing political risk faced by high‐tech and service firms. We argue that there is a need to update the bargaining power and political institutions theories and further develop a legitimacy‐based view of political risk. Then, we examine the political risk experienced by Google and Yahoo at home and abroad due to their activities in China to illustrate the benefits of a holistic approach to political risk. Copyright © 2015 John Wiley & Sons, Ltd.

External networks provide important knowledge sources of innovation for firms. Drawing on social network theory, this study examines how technological diversity in supplier network influences a focal buyer firm's innovation. The results from a survey of 202 Chinese manufacturing firms and their supplier networks reveal that novel information sharing partially mediates the effect of technological diversity in supplier network on buyer firms' new product creativity. The positive effect of technological diversity is enhanced by buyer-supplier relational strength but inhibited by supplier network density; competitive intensity positively moderates this effect, and technological turbulence negatively moderates it. These findings provide novel insights into how buyer firms can use their supplier networks to enhance product innovation.

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CEO duality, Organizational slack, China,