Board Governance, Sustainable Innovation Capability and Corporate Expansion: Empirical Data from Private Listed Companies in China

Xu, Peng; Bai, Guiyu

doi:10.3390/su11133529

Cited by 9 publications

(10 citation statements)

References 73 publications

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“…The data used in the empirical analysis are all secondary data, mainly from CSMAR database, which is the primary source of information on Chinese stock markets and the financial statements of China's exchange-listed firms [41]. The sample and data collection steps are as follows: To begin with, based on the classification of group enterprises by Carney et al (2009) [42], the authors make A preliminary selection of samples for all A-share listed companies in Shanghai and Shenzhen Stock Exchanges [43]. Subsequently, the sample observation interval is defined as 2014-2018, and the companies marked ST or stopped to be listed during the observation period are excluded.…”

Section: Sample Selection and Data Sourcementioning

confidence: 99%

How do executives’ synergistic allocation and organizational slack drive enterprise technological innovation?

Bai

Zhao²,

Xu³

2022

PLoS ONE

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Enterprise group is an important promoter to break the segmentation and achieve economies of scale. Technological innovation within the group is the key to improving market competitiveness, which has attracted common attention from academia and practitioners, but the decision-making mechanism of technology innovation in subsidiary is still needed. Based on the background of Chinese enterprises, through empirical analysis of panel data of 773 listed manufacturing companies for 5 consecutive years, we found: Parent-subsidiary executives’ synergistic allocation has a positive impact on the technological innovation of subsidiary; Parent-subsidiary executives’ synergistic allocation has a positive impact on the organizational slack of the subsidiary; The positive effect of executives’ synergistic allocation in parent-subsidiary corporations on the technological innovation of the subsidiary is realized by increasing organizational slack; Compared with private enterprise group, the positive influence of parent-subsidiary executives’ synergistic allocation on the technological innovation of subsidiary in state-owned enterprise groups is weaker; The longer the executive tenure is, the weaker the positive impact of organizational slack on technological innovation of subsidiary will be. On the one hand, this study enriches the theoretical research of technological innovation decision-making motivation; on the other hand, it provides empirical thinking for the improvement of parent-subsidiary executive collaborative governance mechanism and the improvement of governance efficiency.

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Section: Sample Selection and Data Sourcementioning

confidence: 99%

How do executives’ synergistic allocation and organizational slack drive enterprise technological innovation?

Bai

Zhao²,

Xu³

2022

PLoS ONE

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“…The explanations concerning the dependent, independent and control variables of the research are given in Table 6. Xu and Bai (2019) Logarithm of the Total Assets TA…”

Section: Measurement Of the Research Variablesmentioning

confidence: 99%

“…Finally, using the data of certain private companies in China, Xu and Bai (2019) examined the relationship between board structure and sustainable innovation capability. The results indicated that the central leadership structure had a positive impact on the sustainable innovation capability of Chinese companies.…”

Section: Literaturementioning

confidence: 99%

The Effect of Board Structure on Sustainable Innovation Capability: A Research on Turkey

Gerekan¹

2021

Hacettepe Üniversitesi İktisadi Ve İdari Bilimler Fakültesi Dergisi

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The continuous development of information technology under intense competition environment and shortening in the product life cycles based on short-term changes in customer demands lead to complexity and uncertainty in business environments. This situation features the sustainable innovation capabilities of enterprises, highlighting their significance. In this context, the objective of this study is to determine the impact of board structure on the innovation capabilities of businesses. In line with this purpose, the data of the companies included in the Istanbul Stock Exchange 100 Index for the years 2009 -2017 were examined by panel data analysis method. As a result of regression analysis using the robust estimator developed by Beck-Katz (1995), it was found that gender diversity and role duality in the board of directors had a statistically significant negative impact on sustainable innovation capability. However, it was also observed that the ratio of foreign members in the board of directors and the size of the enterprise had a statistically significant positive impact on sustainable innovation capability.

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“…The statement that received the highest score was S2.1. In their research, Xu and Bai [90] explain that managers in Chinese private companies tend to engage in maintaining a certain level of internal satisfaction, pursuing innovative decisions, improving the sustainable innovation of the company, and enhancing motivation and enthusiasm by encouraging innovation. However, statement S2.2 shows that this commitment does not always translate into action.…”

Section: Innovationmentioning

confidence: 99%

Circular Economy in China: Translating Principles into Practice

et al. 2020

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The concept of circular economy (CE) has recently gained momentum in the political, scientific, and economic debate, especially in China and Europe. As a result, organizations and scholars have started to establish different sets of principles for its adoption. For this reason, it is important to identify and assess the differences and similarities among existing sets of CE principles, and how organizations and individuals understand and translate them into practice. In this paper, we firstly present a brief review and analysis of the coherence among six existing sets of principles. Our analysis finds that, despite the mixed degree of coherence, all sets describe the necessity to implement CE principles at all levels of a company. We then present the results of an in-depth qualitative survey that investigates how 19 key informants representing small, medium, and multinational companies based in China understand and carry out the CE principles laid out by the BSI standard BS 8001:2017; how these principles can transform the culture and processes of these companies; and what are the opportunities and threats that such transformation can bring. Results describe a good awareness and knowledge of the CE principles and an optimistic outlook concerning their adoption. At the same time, numerous barriers and threats that the implementation of these principles might entail are presented. Overall, respondents confirm the complexity of implementing the principles of the CE in an integrated and consistent way in the management and strategies of Chinese companies and highlight the challenges that might arise during their implementation.

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Board Governance, Sustainable Innovation Capability and Corporate Expansion: Empirical Data from Private Listed Companies in China

Cited by 9 publications

References 73 publications

How do executives’ synergistic allocation and organizational slack drive enterprise technological innovation?

How do executives’ synergistic allocation and organizational slack drive enterprise technological innovation?

The Effect of Board Structure on Sustainable Innovation Capability: A Research on Turkey

Circular Economy in China: Translating Principles into Practice

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