Session 29

Resources and Capabilities

Track A

Date: Sunday, December 16, 2012


Time: 10:45 – 12:00

Common Ground

Room: Meeting Room 4


  • Laura Poppo, University of Kansas

Title: Case Study on Reverse Acquisition for Upgrading by OEM Enterprises


  • Yangchun Liu, Sun Yat-Sen University
  • Yunshi Mao, Sun Yat-sen University

Abstract: After long-time investigation and research into enterprise upgrading in emerging economies like Mainland China and Taiwan, we put forth a brand new concept of “reverse acquisition by OEM enterprises” Through an in-depth case analysis of Lacquer Craft MGF’s reverse acquisitions and upgrading, we found that LCM , through the acquisition of three types of companies: branded companies, outsourcing partners, and research and design companies, enhanced abilities in various segments of the value chains quickly and moved up from the bottom to the two higher ends (R&D and brand) in a very efficient way. With accumulated resources and capabilities, and entrepreneurial leadership, OEM enterprises facing dramatic changes in the external environment can make use of external opportunities to improve competitive advantages and upgrade.

Title: Competition Among Foreign MNCs and Local Firms


  • Wei Yang, Nankai University

Abstract: The resource-based view (RBV) and the competitive dynamics perspective are central themes in the strategy research. But their tight linkage and re-enforcing nature have been largely ignored. This paper integrates these two views into one theoretical framework and uses survey data to test the interrelationships of the firm’s strategic resource endowment and competitive response, and their combinatory influence on firm competitive advantage. We deem that strategic resources have both direct and indirect impacts on firm competitive advantage. The indirect impact is realized through the mediating effects of competitive response speed and volume on the relationships of strategic resources and firm competitive advantage.

Title: Dynamic Capabilities and Adoption of Informal Economy Practices Impact on SME Performance


  • Solveiga Buoziute, Kaunas University of Technology
  • Asta Pundziene, Kaunas University of Technology
  • Sarunas Nedzinskas, DNB Bank
  • Margarita Pilkiene, ISM University of Management and Economics

Abstract: Contributing to the scholars discussions on dynamic capabilities we examine the relationship between dynamic capabilities, adoption of informal economy practices and SME performance. Importance and contribution of dynamic capabilities for organization’s success is widely discussed among the scholars though organizations competing in volatile environment tend to adopt informal economy practices. How dynamic capabilities and adoption of informal practices contribute to the SMEs organizational performance is the central question of this research. Empirical research employs mixed research methods. Using panel of 360 companies, we find that dynamic capabilities and adoption of informal practices has an impact on SME organizational performance.

Title: Managing Value Chain Relationships in Cross-Level Organizations


  • Jang Li Chang, Orient Semiconductor Electronic

Abstract: In the traditional organizational value-chain relationship governance research, the major research concerns are focused on the binary, static and unidirectional organizational relationship between the upstream and downstream partners. This study tries to build up the theoretical model to explain the cross-level interact and organizational value chain relationship governance theoretical intent, and it is through the embedded analysis case research method to verify and proof this mode to cover the research gap.

Title: Stakeholder-based Resources, Product Stewardship Strategy, and Competitive Advantage: Evidence from Export Enterprises in China


  • Liang Peng, Lingnan University

Abstract: Recent studies on business and natural environment have called for empirical research to explore into the instrumental role of stakeholders in developing corporate product stewardship strategy. Drawing on natural resource-based view of the firm and stakeholder theory, this study postulates that stakeholders are not only coercive forces that compel the firm into its green transition, they can also be sources of strategic resources that promote firm's adoption of product stewardship strategy and further enhance competitive advantage. I argue that top management's environmental value, customers' environmental initiatives, and government's environmental support, identified as three types of stakeholder-based resources, are positively associated with firm's adoption of product stewardship strategy, which further contributes to competitive advantage. Data from 305 export enterprises in China is collected to test the hypotheses.

Title: Strategy to Enhance Chinese Software Outsourcing Vendors’ Competence in the Perspective of Strategic Alliance


  • Jiajia Ren, Hohai University
  • Xingqiu Hu, Hohai University

Abstract: Competence especially core competence is the fundamental factor in determining the development of a firm. This is no exemption for software outsourcing vendors. There is no doubt that Chinese software outsourcing vendors should enhance their own competences through putting efforts on inside accumulation. However, they should be fully aware that building strategic alliances with other outsourcing vendors also has a positive effect on competence enhancement. Combined with empirical analysis, this study will discuss the relationship between alliance and competence enhancement of outsourcing vendors; both alliance motives and alliance relationships will be discussed. On this basis, several strategies to enhance vendors’ competences will be further put forward from the perspective of alliance.

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