Public Governance, Corporate Governance, and Firm Innovation: An Examination of State-Owned Enterprises

Jia, Nan; Huang, Kenneth Guang‐Lih; Zhang, Cyndi Man

doi:10.5465/amj.2016.0543

Cited by 298 publications

(183 citation statements)

References 85 publications

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“…Secondly, it enriches and expands the mechanism and boundary of the organizational imprinting theory and reveals the dynamic process of the entrepreneur imprinting in the aesthetic plastic surgery industry. Previous studies paid much attention to the survival and development of state-owned enterprises (Jia, Guang-Lih, & Man, 2019) while little attention has been paid to the private aesthetic plastic surgery hospitals in China which can be regarded as a significant reflection of Chinese new economic reform. The emergence and booming of the industry was regarded as a derivative of the rapid development of society and continuous improvement of people's living standards.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Entrepreneurs’ imprint: survival and sustainable development of private aesthetic plastic surgery hospitals in China

Liu

Hao

2019

J Glob Entrepr Res

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Recently, the private aesthetic plastic surgery industry in China is developing rapidly and has become the fourth largest service industry of the country which contributes to 1.2% portion of the national GDP and helps to improve employment. Thus, the sustainable development of the industry plays an important role in the sustainability of the Chinese economy which is a problem that cannot be ignored. From the perspective of organizational imprinting, this paper selects seven newly established private aesthetic plastic surgery hospitals in central China as research samples and applies semi-structured interview and content analysis to investigate the relationship between personal characteristics of entrepreneurs and survival trajectories of these hospitals. Results show that entrepreneurs' imprint takes effect in the course of establishing a new hospital through entrepreneurial motivation and initial strategy. Specifically, entrepreneurs' age, educational background, geographical identity and industry experience all contribute to the entrepreneurial success. In addition, entrepreneurs' imprint may be effective in the initial and early stage and then fades away with environmental changes. Corporate strategy is a useful complement to entrepreneurs' imprint afterwards.

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Section: Conclusion and Discussionmentioning

confidence: 99%

Entrepreneurs’ imprint: survival and sustainable development of private aesthetic plastic surgery hospitals in China

Liu

Hao

2019

J Glob Entrepr Res

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“…Girma et al (2009) proved that inward FDI generate higher innovative activity in Chinese state-owned enterprises at the firm level, yet would have a negative impact on innovative activity in SOEs on average at the sector level [22]. Besides, agency risk can be a significant barriers of innovation activities [23]. From another perspective, the development of corporate innovation ability can be hindered by outdated mental models, risk-averse corporate environments, poor innovation management, inadequate follow-up capabilities, and the inability to develop mandatory internal or external infrastructure [24].…”

Section: Innovation Capability Of Enterprisesmentioning

confidence: 99%

Customer Concentration and Corporate Innovation: Effects of Financing Constraints and Managers’ Expectation of Chinese Listed Companies

Zhou

Huang

et al. 2019

Sustainability

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Innovation capability of enterprises will greatly influence the current and future development of companies. This paper investigates the relationship between customer concentration and innovation capability of enterprises through the view of both the financing constraints and the expectation of managers. Based on the data of China’s A-share listed companies over the period from 2012 to 2016, several methods including system GMM, threshold model of fixed effects, and PSM are applied for empirical analysis. The results show that the innovation capability of listed companies in China are negatively correlated with the customer concentration. Higher customer concentration brings about stronger constraints from large customers on enterprises and greater dependence of enterprises on large customers, which result in weaker demand for innovation and lower investment in innovation. Meanwhile, the results demonstrate the double-threshold effect of financing constraints. The effect of customer concentration on innovation can be different in companies with low, medium, or high-financing constraints. Furthermore, optimistic expectations are more conducive to the reduction of customer concentration and the improvement of innovation. In addition, based on the perspective of the manager’s expectation, the research demonstrates the heterogeneous impact of manager’s expectation on the relationship between customer concentration and innovation capability.

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“…Consequently, an exploitative CEO whose interest is benefitting themselves regardless of all the stakeholders they are working with/for is more likely to prioritize their benefit and not that of the organization or those who work in it. Accordingly, an exploitative CEO is more likely to be risk-averse due to the uncertainty and information asymmetry associated with taking risks, resulting in limited investment in firm innovativeness (Jia, Huang, & Zhang, 2019). Furthermore, the employees of the organization will be less motivated/willing to share their ideas and knowledge given the unfair treatment (Franke, Keinz, & Klausberger, 2013).…”

Section: The Dark Side Of Ceo Exploitative Leadershipmentioning

confidence: 99%

Can Powerful Boards Increase Firm Innovativeness When Faced with Exploitative CEOs?

Bajaba¹,

Bajaba²,

Basahal³

2020

IJBM

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Although quite amount of research investigated the detrimental effects of destructive leadership styles at the individual level, less has focused on its effect on the organization as a whole. Therefore, this conceptual paper proposes a model of integration between the micro and the macro level of the organization through investigating the impact of CEO exploitative leadership style on firm innovativeness. Exploitative leadership emphasizes the leader’s self-interest through overdelegation of tasks and underchallenging of followers. We propose that CEO exploitative leadership is going to have a detrimental effect on firm innovativeness through TMT behavioral integration as it causes a climate of unfair exchange and hostility, which limits the amount of information being exchanged, collaboration, and joint decision making. We also propose that TMT behavioral integration is an important factor in achieving firm innovativeness, especially when TMT diversity is high. Lastly, board power is proposed to act as an intervention that mitigates the detrimental impact of CEO exploitative leadership on TMT behavioral integration and, ultimately, firm innovativeness, as a powerful board limits/controls any CEO behavior that contradicts the profit-maximizing expectations of the shareholders. Practical implications, limitations, and future directions are also discussed.

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Public Governance, Corporate Governance, and Firm Innovation: An Examination of State-Owned Enterprises

Cited by 298 publications

References 85 publications

Entrepreneurs’ imprint: survival and sustainable development of private aesthetic plastic surgery hospitals in China

Entrepreneurs’ imprint: survival and sustainable development of private aesthetic plastic surgery hospitals in China

Customer Concentration and Corporate Innovation: Effects of Financing Constraints and Managers’ Expectation of Chinese Listed Companies

Can Powerful Boards Increase Firm Innovativeness When Faced with Exploitative CEOs?

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