An information systems view of Chinese state enterprises

Dologite, Dorothy G.; Fang, Mai Qi; Chen, Yu; Mockler, Robert J.; Chao, Chiang-nan

doi:10.1016/s0963-8687(98)00023-7

Cited by 14 publications

(13 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…For Chinese firms, communication is highly social and informal (Dologite et al, 1998). The purpose of communication goes far beyond daily business operations, whereby such activity is also directed towards developing Guanxi with a business partner (Leung et al, 1996).…”

Section: Communicationmentioning

confidence: 99%

“…The purpose of communication goes far beyond daily business operations, whereby such activity is also directed towards developing Guanxi with a business partner (Leung et al, 1996). As Chinese firms view access to information more as a privilege than a necessity (Dologite et al, 1998), communication becomes a means to establish Guanxi, which then enables access to a partner_s strategic knowledge. Given all these, we must conclude that communication, apart from trust and relationship commitment, is one of the main ingredients of Guanxi.…”

Section: Communicationmentioning

confidence: 99%

See 1 more Smart Citation

Is Guanxi (relationship) a bridge to knowledge transfer?

Ramasamy

Goh²,

Yeung

2006

Journal of Business Research

189

144

View full text Add to dashboard Cite

Section: Communicationmentioning

confidence: 99%

Section: Communicationmentioning

confidence: 99%

Is Guanxi (relationship) a bridge to knowledge transfer?

Ramasamy

Goh²,

Yeung

2006

Journal of Business Research

189

144

View full text Add to dashboard Cite

“…In recent years, IT investments have reached a significant amount among Chinese firms (Chen, 2010;Peng et al, 2016). Further, the Chinese economy has shifted towards a massive market base; consequently, IT is believed to be a vital enabler for their business and economic success (Davison et al, 2008;Dologite et al, 1998;Liu et al, 2010). Additionally, the participation in global competition and its growing economy has compelled extensive access to IT investment.…”

Section: Introductionmentioning

confidence: 99%

IT strategy and business strategy mediate the effect of managing IT on firm performance: empirical analysis

Ilmudeen

Bao

2020

JEIM

View full text Add to dashboard Cite

PurposeThe multifaceted effect of IT in organizations has been widely examined. However, the intervening role of IT strategy and business strategy on the effect of managing IT on firm performance remains less strong. This study examines how managing information technology (MIT) effects on firm performance by looking at the mediating role of IT strategy and business strategy.Design/methodology/approachDrawing on the resource-based view of IT and contingency perspective, theoretical insights for managing IT and the mediating effect of IT strategy and business strategy on firm performance are established. The model is empirically tested by using hierarchical regression and structural equation modeling for the data collected through the survey of 194 senior IT and business managers in China.FindingsThe significant and impactful relationship found in the model for the proposed idea. The results show that both IT strategy and business strategy partially mediate the effect of managing IT on firm performance.Research limitations/implicationsThe findings highlight that managing IT does not merely influence better firm performance; instead, the coherent amalgamation of IT strategy and business strategy can enrich firm performance. The theoretical and practical implications are also discussed.Originality/valueIn line with the call for rigorous research to integrate the managing IT and firm strategies, this study demonstrates the mediating role of business strategy and IT strategy between the managing IT and the firm performance relationship, hence contributing to the IS research literature.

show abstract

“…According to Dologite et al (1998), language use in Chinese organizations is informal and closely related to the social context. This makes the creation of lasting relationships just as important as the conveyance of tangible business relevant information (Leung/Wong 2001).…”

Section: Communication and Language Use In Chinamentioning

confidence: 99%

Language Use and Communication in an International Management Setting: The Power to Misrecognize

Lauring¹,

Jonasson²

2017

HJLCB

View full text Add to dashboard Cite

Linguistic and cultural differences have often been conceived as the main obstacles when communicating in international business settings. While acknowledging that such differences are of great importance, this article goes one step further in investigating the role of intercultural communication in international management settings. Hence, it is our argument that more focus should be directed at group processes within the organization. Based on a short illustrative case of a Danish subsidiary in China, it is argued that the differences in language use and communication style can be strategically used in categorization to divide power between different groups. This is important for understanding the implications of intercultural communication in international settings and how to deal with it accordingly.

show abstract

An information systems view of Chinese state enterprises

Cited by 14 publications

References 17 publications

Is Guanxi (relationship) a bridge to knowledge transfer?

Is Guanxi (relationship) a bridge to knowledge transfer?

IT strategy and business strategy mediate the effect of managing IT on firm performance: empirical analysis

Language Use and Communication in an International Management Setting: The Power to Misrecognize

Contact Info

Product

Resources

About