This study presents a 12‐year (1989–2001) longitudinal comparison of managerial values systems in China, Hong Kong, and the U.S. Using hierarchical cluster analysis, we test the validity of the three competing perspectives – convergence, divergence, and crossvergence – on values system evolution in these three societies. We use the sociocultural influence and business ideology influence typology as the foundation for developing our hypotheses. Additionally, we assess the contribution of the specific values within the values system to the overall system values findings. Our data most strongly support the multicultural crossvergence perspective. During a time period of stability in the U.S. and substantial change in both Hong Kong and China, the values of Hong Kong and China became more similar, while the values of these two Greater China societies became more different from those of the U.S.

With the developed market becoming increasingly saturated, companies have turned to the rapidly growing emerging market. To compete effectively in the global marketplace, firms need to develop global market competences, such as effective product launch. Although considerable efforts have been devoted to identifying principles of effective new product launch, most of the literature focuses on a single country (i.e., the domestic market) and provides little direct cross-national comparison. The objective of this study is to provide a better understanding of the patterns of effective product launch in the developed and emerging markets. Drawing from the contingency perceptive, the authors propose a conceptual model that emphasizes the central role of tactical launch decisions and the need to cope with the internal and external constraints for maximum new product performance. The research model is tested on 284 new products launched in the United States and 97 in Taiwan. Although prior literature suggested certain elements of global product launch may be standardized for purposes of efficiencies, the empirical data from this study suggests that global launch requires some degree of customization. The insights of the findings reveal that while some tactical launch decisions are effective for both emerging and mature markets, some are detrimental to each other. For example, customer education preannouncement and promotion discount pricing strategy enhance new product performance and preemption preannouncement strategy upset consumers for both the Taiwan and U.S. market. However, there are some cross-national differences. Emotional advertising strategy is generally appreciated in the U.S. market but not in the Taiwan market. For management practice, the findings suggest the distinct patterns of effective product launch for the emerging and mature market using the United States and Taiwan as examples.

Briefly outlines the development and attraction of the “joint venture” approach to foreign investment in China. Provides a number of in‐depth interviews with top management personnel of five well‐known international joint ventures. Attempts to discover what strategic management knowledge was transferred from the Western partner. Finds only limited evidence to suggest such a transfer was taking place but suggests that these ventures are still relatively new. Points to China’s likely entry into the World Trade Organisation as an opportunity for change.

No abstract

PurposeThe purpose of this paper is to review the literature and discuss the relations between national culture, national subcultures and innovation based on three perspectives: divergence, convergence and crossvergence.Design/methodology/approachBased principally on previous studies in the “culture” and “culture and innovation” literature, this paper reviews two key sets of literature: first, the three perspectives of macro‐level cultural interaction are reviewed; second, the relationship between culture and innovation is reviewed. Hofstede's five dimensions of culture in the workplace are employed when discussing the impact of culture and innovation.FindingsThe outcome of the review suggests that the product of crossvergence (Chinese‐American culture in this case) has a high potential to be more innovative than one of the two interacting cultures (Chinese), but does not draw a conclusion regarding relative innovativeness between Chinese‐American and US culture. It is generally found that Western cultures tend to be more innovative than Eastern cultures.Research limitations/implicationsThis conceptual paper has implications for business strategy but does not present fresh empirical data to support its propositions.Practical implicationsIn today's highly competitive and highly complex global environment, innovation is a key success factor in organizations worldwide. The search for talented and innovative employees should not be limited to domestic sources alone. The talent pool of Chinese‐Americans and others from multicultural backgrounds should be tapped. Ethnocentric viewpoints are outdated.Originality/valueThe value of this paper is its exploration of the impacts of the crossvergence of cultures on innovation.