The national government's role in Chinese outward foreign direct investment

Holtbrügge, Dirk; Berning, Sue Claire

doi:10.4337/9781782545743.00011

Cited by 2 publications

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“…Finally, this study presents only a snapshot of Chinese MNCs and their political strategies in Germany. Previous studies show that both the internationalization strategies of Chinese firms and the role of the Chinese Government have changed over time (Deng, 2013;Holtbrügge and Berning, 2013). Therefore, it would be interesting to learn whether the political strategies of MNCs have also adapted to these institutional changes.…”

Section: Limitations and Implications For Future Researchmentioning

confidence: 99%

“…Chinese firms with strong state influence are perceived by many host-country institutions as not only business entities, but also as political actors whose objectives do not necessarily benefit the interests of local stakeholders (Buckley et al, 2007). They are also criticized for being heavily subsidized by the government and distorting competition (Globerman and Shapiro, 2009;Holtbrügge and Berning, 2013). This state influence often provokes politically sensitive and public concerns in the host countries of Chinese OFDI (Cui and Jiang, 2012;Clegg and Voss, 2018).…”

Section: Hypothesesmentioning

confidence: 99%

“…Hillman and Wan, 2005;Holtbrügge et al, 2007;Puck et al, 2013), while only few studies focus on the political strategies of emerging market MNCs in developed countries. This is surprising, given not only the steadily growing relevance of emerging market OFDI (UNCTAD, 2017), but also the different institutional conditions compared to industrialized countries and especially the important role that political support and political strategies play in this context (Holtbrügge and Berning, 2013;Rottig, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Political strategies of Chinese firms in Germany: an institutionalist perspective

Holtbrügge

2018

IJOEM

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Purpose Chinese outward foreign direct investment (OFDI) often causes negative public responses, particularly in western industrialized countries. An important instrument of Chinese multinational corporations (MNCs) to overcome these concerns is the use of political strategies. The paper aims to discuss these issues. Design/methodology/approach Based on institutionalist theory, the author formulates research hypotheses and tests them with a sample of 611 subsidiaries of Chinese MNCs in Germany. Findings The study shows that CEO political connection is positively associated with the use of the information and financial incentives strategies, while state ownership influences the use of the financial incentives and reputation-building strategies. Also, moderating effects of subsidiary age on these three political strategies are revealed. Originality/value The author derives implications for the literature on corporate political strategies as well as for research on Chinese OFDI, institutional theory and international management theory.

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Section: Limitations and Implications For Future Researchmentioning

confidence: 99%

Section: Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Political strategies of Chinese firms in Germany: an institutionalist perspective

Holtbrügge

2018

IJOEM

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“…The Chinese government has adjusted regulations regarding OFDI frequently during the past three decades, from tight control to encouragement by incentives. Since the Chinese government launched the 'Going Global' Strategy, 3 Chinese SOEs have been encouraged to engage in overseas investment, referring to the 'Outbound Catalogue Guidance' issued by Chinese government, and obtaining direct financial support from their local government (Holtbr€ ugge & Berning, 2014;Huang & Wilkes, 2011;Si, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Strategic decisions in Chinese state-owned enterprises as outcome of the sensemaking of the CEO: the case of COSCO’s emerging involvement in the Port of Piraeus

Ma¹,

Peverelli²

2019

Transnational Corporations Review

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This paper takes China Ocean Shipping Company (COSCO)'s investment in the Piraeus Port as a case study to explore the development of the sensemaking of its CEOs in taking key strategic decisions. The extant literature assumes that decisions by CEOs of Chinese state own enterprises are informed by the interests of the State. This paper employs social constructionist organisation theory to investigate COSCO's then CEO Wei Jiafu's social interaction with various Chinese and Greek stakeholders from his multiple social identities in the Chinese corporate and political realms. It shows that the synergy of these identities was a driving factor behind the first encounters between Mr Wei and the Greek government officials and behind the initiation of the idea to invest in Piraeus during those first encounters. The following encounters gradually enlarged the critical mass of supporters for the investment, ending in the signing of the agreement.

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The national government's role in Chinese outward foreign direct investment

Cited by 2 publications

References 0 publications

Political strategies of Chinese firms in Germany: an institutionalist perspective

Political strategies of Chinese firms in Germany: an institutionalist perspective

Strategic decisions in Chinese state-owned enterprises as outcome of the sensemaking of the CEO: the case of COSCO’s emerging involvement in the Port of Piraeus

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