Session 16

Networks

Track A

Date: Sunday, December 16, 2012

 

Time: 10:45 – 12:00

Paper

Room: Meeting Room 230B


Session Chair:

  • Marjorie Lyles, Indiana University

Title: Cooperation and Competition as Intra-organizational Paradoxical Cultural Categories

Authors

  • Josh Keller, Nanyang Technological University
  • Jeffrey Loewenstein, University of Illinois-Urbana Champaign
  • Jin Yan, Zhejiang University
  • Martin Kilduff, University College London

Abstract: This paper addresses two open questions (Chen and Miller, 2012: 38): “What [role does] national culture… play in influencing the balance between competition and cooperation?” and “How do the “either/or” Western mindset and the “both/and” Eastern perspective inform competitive-cooperative engagements?” Incorporating research on paradoxical cognition and cultural categories, we conducted two studies that found cross-cultural differences (between China and the US) in whether individuals categorize situations as indicators of both cooperation and competition. These categorization differences resulted in different patterns of behavior and different structures of ego-centric networks of managers’ working relationships. Thus, our studies provide a link between culture, cognition and coopetition within organizations.

Title: Integrating Network Ties and Opportunity Development to Enhance the Firm's Performance

Authors

  • Chia-Ling Liu, National Cheng Kung University
  • Huan Zou, School of Oriental and African Studies
  • Pervez Ghauri, King's College London

Abstract: This paper examines how different network ties influence opportunity development in the internationalization process of firms from emerging countries. A conceptual framework is developed by integrating the network theory and international entrepreneurship literature. We provide empirical evidence using a cross-sectional sample of 211 firms in China to test the model. The results show that global network ties have a significant impact on international opportunity exploration, while local network ties enhance international opportunity exploitation. We also find that when firms are active in opportunity exploration, they are capable of enhancing innovativeness and international performance. Additionally, we find that opportunity exploration has a stronger impact on performance than exploitation.

Title: Networks and Culture: Evidence From Microfinance Group Lending Programs

Authors

  • Bryan Stroube, London Business School

Abstract: This paper proposes a model detailing the relationship between structural social networks, culture, and group performance. It does so in the context of microfinance group lending contracts that were developed for use with small entrepreneurs. It is hypothesized that the structural networks of these borrowing groups impact the probability of loan repayment, but that the role of networks is highly contingent on the cultural contexts in which the network structures occur. I propose a three-part study employing secondary institutional data, a field network survey conducted in rural and urban China, and a framed field experiment also conducted in China to investigate the relationship between network structure and culture.

Title: Why and How to Connect: A Case Study in the Chinese Agri-foods Industries

Authors

  • Yujie Cai, University of Sydney

Abstract: The relational capabilities have long been proposed as an important driver of competitiveness. This study focuses on the network creation and networking activities of several companies linking to a central corporation. The corporation strives to build a fully-integrated food value chain by integrating its different businesses in an effort to enhance its competitiveness and social responsibility in highly turbulent and competitive agri-food industries. Interestingly, the relationship between its different business are multifold. Vertical, horizontal and geographic linkage coexist and overlap.

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