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Research summaryBy adopting a phenomenon‐based research approach, we examine the case of an emerging market (EM) supplier upgrading its position in the automotive global value chain (GVC) through the acquisition of a technologically advanced firm from a developed market (DM). Drawing on GVC and social integration literature, we explore the role of social integration adopted by the EM acquirer to achieve upgrading through acquisition. We develop a conceptual framework where we explain the different social integration mechanisms that EM multinationals employ before and after acquisitions to achieve upgrading.Managerial summaryWhen analyzing an EM firm acquiring a DM firm we found that social integration is a key factor that enables knowledge transfer, particularly if no formal or structural integration occurs. This suggests that the development of mechanisms to facilitate strong socially integrated relationships with acquired firms is central for such type of acquisitions. Our research shows that EM firm managers need to put in place combinations of social integration mechanisms during different phases of the acquisition. Environmental and cognitive social integration mechanisms are crucial for gaining initial legitimacy. Furthermore, affective social integration is important for initiating process and functional upgrading, while cognitive social integration mechanisms become important for initiating intersectorial upgrading.

It is well known that innovation benefits firms and that openness may enhance these benefits. Yet few studies consider how a firm's institutional context and different economic systems moderate openness and innovation outcomes in new ventures, which arguably are most exposed to institutional constraints. Comparing data from a liberal (Australia) and central market economy (China), and using search breadth as a measure of openness, we empirically tested the influence of external firm pressures on the relationship between openness and innovation outcomes in new ventures. Our results show that the well-established positive relationship between openness and innovation is market dependent and that, in emerging economies, it can be negative. Our findings demonstrate the importance of institutions and national economic systems in explaining open innovation in different contextsa point not yet addressed in the open innovation literature.

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Purpose -The purpose of this paper is to guide future researchers and practitioners into the process of interviewing in the Chinese context.Design/methodology/approach -The methodology used is an empirical critical reflection. Findings -The authors identified 11 major themes such as how to get an interview, antecedents of the interview, building rapport, complexity, language, interview settings, interview procedure, stages, probing and sensitive topics, selection of respondents and post-interview.Research limitations/implications -The location of the interviews. Practical implications -Guide foreigner researchers and managers on how to conduct interviews in China.Social implications -The context matters, and only with a specific approach some can perform well and achieve the interview objectives. Doing so, the researcher or practitioner will not create situations that might be problematic for her/him and the interviewee. Based on the above, the authors' research decreases potential social tensions that interview situations can create.Originality/value -To the best of the authors' knowledge, no other researcher has studied the specificities of interviewing in China, which brings originality and value to the authors' research.