Session 12

Innovation Strategy

Track A

Date: Saturday, December 15, 2012

 

Time: 17:00 – 18:15

Paper

Room: Hua Cheng Chun Se Hall


Session Chair:

  • Haiyang Li, Rice University

Title: An Examination of the Antecedents and Consequences of Innovation and Imitation Orientations in China

Authors

  • Ruby Lee, Florida State University

Abstract: While imitation orientation is as popular as innovation orientation, empirical evidence remains behind as to what roles each orientation plays in managing environmental turbulence and whether it is fruitful for a firm to adopt both orientations. This study attempts to close such important research gaps by studying manufacturing- and service-based firms in China. It is expected that dysfunctional competition and technological turbulence influencing the extent to which a firm adopts these two strategic orientations differently. This study further expects that although individually either innovation or imitation orientation significantly improve firm performance, their combined effects are likely to hamper firm performance, which may suggest that the concurrent pursuit of both orientations is counterproductive.

Title: Does Foreign Innovation Crowd in or Crowd out Indigenous Innovation in China?

Authors

  • Xiaoying Li, Brunel University

Abstract: Based on competition and industrial economics theories, this paper investigates the impact of innovation in foreign firms on the innovation in indigenous firms in China, that is, if foreign innovation crowds in or crowds out the innovation efforts in indigenous firms. Two competing hypotheses are tested on a comprehensive firm-level panel data over the period of 1998-2005. We find that there is a reversed U-shaped relationship between new product output in foreign firms and indigenous firms. By contrast, the relationship between R&D investment in domestic and foreign firms is not significant. We also find that the U-shaped relationship is more evident in high-tech industries.

Title: R&D Network Boundary Spanning in Emerging Markets: Implications for Innovation Catching-up of Latecomer Firms

Authors

  • Yang Liu, Zhejiang University
  • Jiang Wei, Zhejiang University

Abstract: We try to understand how latecomer firms span their organizational, geographical and knowledge boundaries of their R&D network for the purpose of innovation catch-up. Specifically, we use inductive, comparative case methods to examine four manufacturing firms in China. A innovation catch-up through R&D network boundary spanning activities model is emerged, which challenges the mainstream of catch-up theories by shifting their focus from technology adoption and market capability accumulation to innovation capability building . Moreover, we borrow the concept of boundary spanning to R&D network literature and catch-up literature, and try to bridge the catch-up literature and mainstream of strategic management. Additionally, by selecting cases in a typical transitional economy (i.e., China), our research is complementary to the main catch-up model originated in the newly industrialized countries.

Title: Self-Concept as Key to Top Executive Innovativeness: Evidence From China

Authors

  • Ruth Maria Stock, Technical University Darmstadt
  • Florian Totzauer, Technical University Darmstadt
  • Sebastian Dreher, Technical University Darmstadt
  • Katherine Xin, China Europe International Business School

Abstract: Leading way to innovation becomes a major priority for Chinese top executives. This includes their own innovativeness, in terms of their innovative behavior as well as their transformational leadership. Based on impression management theory, we show that top executive self-concept, specifically selfism, overconfidence, and hyper core self-evaluation, critically influences top executive innovativeness. Drawing on dyadic data from 231 Chinese top executives and 700 of their subordinates we point out that whereas selfism and overconfidence have a negative impact on top executive innovativeness, even extreme forms of core self-evaluation have a positive impact on top executive innovativeness. Identifying contingency factors for this relationship, we indicate what firms can do in order to foster innovativeness on the top executive level and thus enhance firm innovativeness.

All Sessions in Track A...

Sat: 09:00 – 09:30
Session 35: Conference Welcome
Sat: 09:30 – 10:45
Session 30: Keynote Plenary Panel: Competing and Cooperating in and for China
Sat: 11:15 – 12:30
Session 4: Competition and Adaptation
Session 11: Firm Boundaries and Growth
Session 19: Global Strategy
Session 26: Entrepreneurship in China
Sat: 13:45 – 15:00
Session 31: Plenary Panel II: Collaborative Strategies in and for China
Sat: 15:30 – 16:45
Session 6: CSR and Sustainable Development
Session 7: Entrepreneurship
Session 9: Executives and Incentives
Session 22: Panel: Innovation
Session 24: Managing Innovation Strategies
Sat: 17:00 – 18:15
Session 5: Corporate Governance
Session 8: Evolution and Ecosystems
Session 10: FDI
Session 12: Innovation Strategy
Session 27: FDI and Institutions
Sun: 09:00 – 10:15
Session 32: Plenary Panel III: Corporate Governance and Executive Leadership in the Age of Globalization
Sun: 10:45 – 12:00
Session 13: Institutions
Session 15: Internationalization II
Session 16: Networks
Session 29: Resources and Capabilities
Sun: 13:45 – 15:00
Session 33: Plenary Panel IV: Strategic Management Research in China - What is Next?
Sun: 15:30 – 16:45
Session 3: Alliances and Cooperation
Session 14: Internationalization I
Session 17: Social Capital
Session 28: Governance, Knowledge, and Cooperation
Sun: 17:00 – 18:00
Session 34: Executives Plenary Panel: Innovation Strategy in China


Strategic Management Society

China