Euro-Asia Management Studies Association EAMSA Annual ... · The corporate sector is challenged to...
36
INNOVATION IN ASIA AND EUROPE APPROACHES AND ANSWERS TO NEW CHALLENGES November 27–30, 2013 University of Duisburg-Essen 30 th Euro-Asia Management Studies Association (EAMSA) Annual Conference
Transcript of Euro-Asia Management Studies Association EAMSA Annual ... · The corporate sector is challenged to...
INNOVATION INASIA AND EUROPEAPPROACHES AND ANSWERS TO NEW CHALLENGES
November 27–30, 2013University of Duisburg-Essen
30 th Euro-Asia ManagementStudies Association (EAMSA)Annual Conference
Dear colleagues, Welcome to Duisburg. It is a great pleasure to have you all here for the 30th EAMSA annual conference. Nearly thirty years have passed since, at that time, the Euro-Japan Management Asso-ciation met for the first time in Berlin in 1984. Joop Stam, our former president and one of our founding members, will comme-morate this during the conference.
For us it is a great honor to host the annual meeting for the first time. This conference is also a starting point for us. The Institute of East Asian Studies has grown considerably over the past two decades – it is still “young” and will commemorate its 20th anniver-sary only next year. Beside our research activities we offer now study programs on all levels of tertiary education including a Gra-duate School. We will more frequently host conferences and our
new IN-EAST School of Advanced Studies on Innovation - which we will inaugurate during the conference - will offer a platform for new scholarship to which we invite you to contribute.
A conference is always a joint undertaking and many people have supported us. We would like to thank the colleagues of the organizing committee, the board and the advisory board of EAMSA for their advice and help; Palgrave Macmillan for providing the Best Paper award, Mr. Schlenz, member of the board of ThyssenKrupp Steel, for inviting us to a visit of his company, and in particular the reviewers. Papers were accepted after a double blind review process. We were impressed by the rigorous reviews. They gave good advice and encouragement to the authors. Thank you for the effort. Finally we would like to thank our staff who made a tremdous effort to let this conference become reality.
We are looking forward to a stimulating conference with highly interesting papers and intensive discussions.
Markus TaubeHelmut Demes
1
2
The EAMSA is a platform for scholarly exchange on economic and management issues. Annual conferences, held alternately in Europe and Asia, bring together rese-archers and business executives who discuss their research and experiences, exch-ange ideas, and establish collaborative networks. Currently EAMSA has an extensive membership worldwide.
Board members
PRESIDENTAxèle GiroudManchester Business School, University of Manchester, United Kingdom
VICE PRESIDENT, ASIAMartin HemmertKorea University Business School, Seoul, Korea
VICE PRESIDENT, EUROPEAdam CrossLeeds Business School, UK
EXECUTIVE SECRETARYChie IguchiCollege of Business, Rikkyo University, Japan
MANAGER OF THE EAMSA-WEBSITENishant KumarStockholm University, School of Business, Sweden
ORGANIZING HOST OF THE NEXT ANNUAL MEETINGHelmut Demes (Executive Director IN-EAST)University of Duisburg-Essen, Germany
3
Call for papers – Conference Theme
Innovation in Asia and EuropeApproaches and Answers to New Challenges
The need for greater product and process innovation and, it follows, more efficient innovation management are becoming increasingly important issues for enterprises in both Asia and Europe. Changing perceptions and value systems of customers as well as (administrative) requirements for ‘greener’ products are putting pressure on enterprises to re-think traditional product portfolios and familiar business models. As such, there is a growing need for new ‘disruptive’ innovation, as well as incremental and other forms of innovation.
Enterprises in Asia and Europe alike are challenged to find answers to these new market requirements. Solutions may be found in innovative organizational approa-ches, spontaneous or politically-induced clustering, novel HR-management practices or in new models of transnational collaboration combining the competitive strengths of both regions.
At the same time, governments are becoming increasingly involved in the institutional design of innovation fostering environments, be it through the promotion of technolo-gy intensive clusters, human capital-related initiatives, tax-related incentives or other specific science and technology policies. The corporate sector is challenged to leve-rage these policies for its own strategic requirements and to contain any negative or constraining side effects.
In this celebratory 30th Annual EAMSA Conference, we seek to examine these issu-es, exploring novel solutions to efficient innovation management and looking for best practice approaches. Given the context of a globalizing economy and the broad range of political, institutional, and commercial actors involved, we aim to identify the risks and opportunities of engaging in innovation in multipolar environments. We are inte-rested in identifying local best practice and solutions to the problems of innovation, as well as exploring new forms of joint endeavours which bring together the strengths of local and international contenders.
4
Call for papers – Conference Theme
Papers contributing to the Conference Theme: We invite papers that deal with the questions and issues detailed above from a conceptual, empirical, or exploratory per-spective. We encourage contributors of empirical papers to reflect on the underlying theoretical and methodological assumptions of their research. We hope to open up new perspectives on innovation management by foreign and local enterprises in Asia and/or Europe.
We especially welcome submissions on the following topics:
• Comparative analysis of innovation in European and Asian technology-in-tensive clusters;
• Organizing innovation in European and Asian contexts• Innovation in urban mobility (with a focus on e-mobility) across Europe and
Asia• Innovation in the governance structures of European and Asian firms and
societies• Innovation for, and in, aging societies and low income consumers• Urbanization and innovation in Europe and Asia• Innovation in multinational environments within and between European
and Asian firms• Comparative analysis of corporate innovation and industrial policies across
Europe and Asia• Euro-Asian supply chain management in times of environmental and eco-
nomic uncertainty• Evolving subsidiary strategies in Asian and European markets• Sustainability of innovation and innovation systems in Asia and Europe
Papers outside of the main conference theme: As in previous years, we also welco-me papers that fall outside of the main conference theme but which deal with issues of international business in Europe and Asia, especially studies that look at the inter-face between the two regions.
ORGANIZING COMMITTEE
• Adam Cross (Director of the Centre for Chinese Business and Development, University of Leeds; Vice-President Europe EAMSA)
• Helmut Demes (Executive Director IN-EAST, University of Duisburg-Essen)• Axèle Giroud (Economic Affairs Officer, UNCTAD; President EAMSA)• Joop A. Stam (Prof. em. Erasmus University, Rotterdam)• Markus Taube (Prof. of East Asian Economic Studies, University of Duisburg-Essen, Director
IN-EAST School of Advanced Studies)
5
Program EAMSA 2013 Duisburg
Wednesday, November 27th 201317:45 Meeting in the Lobby of Hotel Duisburger Hof18:00 Walk to Webster (http://webster-brauhaus.de/startseite.html)18:30 - 21:00 Welcome Reception in Webster21:00 Walk back to Hotel Duisburger Hof
Thursday, November 28th 201308:30 Taxi Pickup at the Hotel Duisburger Hof for Conference SiteLocation: NETZ Building 08:45-9:15 Registration09:15-9:30 Welcome Remarks Helmut Demes and Axèle Giroud09:30-10:30 Keynote Speech
Norms, Networks and Innovation in ChinaSonja Opper, Gad Rausing Professor, School of Economics and Management,Lund UniversityChair: Markus Taube
Location: ZBT Building10:30-11:00 Coffee Break
11:00-12:00 Parallel Sessions A1/B1 (ZBT Building)A1: Innovation in Companies
Chair: Tetsushi Fujimoto
B1: Human Resources I:Entrepreneurship and InnovationChair: Harald Dolles
Po-Young Chu and Ya-Sen YangInnovation and Performance: An Empirical Study of Global Innovative Companies
Mi Jian and Christian SchmidkonzInfluencing Factors of Internet Entrepreneurship in China and Germany
Yawen HuangDoes innovation matter for EMS companies?A case Study of Hon Hai Precision
Anke Scherer and Carsten DeckertThe Dao of Innovation: What European inno-vators can learn from philosophical Daoism
12:00-13:00 Buffet Lunch
13:00-14:00 Parallel Sessions A2/B2 (ZBT Building)A2: Human Resources II: Leadership
Chair: Martin Hemmert
B2: Human Resources III:HRM and Innovation Chair: Chie Iguchi
Lakshman Chandrashekharand Christophe EstayAttributional Complexity and Accuracy of Attribu-tions: Test of a process Model of Leadership
Sayaka Shinohara and Tetsushi FujimotoFamily to Work Positive Spillover and Creative Work Behavior among R&D Engineers in Japan
Suk Bong Choi and Jae Hoon Hyun How Transformational Leadership facilitatesInnovation Behavior of Korean Workers:Examining mediating and moderating process
Sumita RaiOrganizational Justice and employee mental health moderating role of organizational identifi-cation
6
14:15 Bus pickup to Museum Küppersmühle14:30 Registration at the museum & Welcome Drink
15:00-19:00 Inauguration CeremonyIN-EAST School of Advanced Studies (Museum Küppersmühle)15:00 Music
Shangyin Trio15:10 Welcome
Ingrid Lotz-Ahrens, Vice President, University of Duisburg-EssenFlemming Christiansen, Director, IN-EAST
15:25 Greetings and Introductory RemarksErkan Kocalar, Mayor of the City of DuisburgAxele Giroud, UNCTAD, President EAMSAKatharina Kloke, Assistant Head of Division 425: Humanities, Social and Cultural Sciences, Academies, Research Museums, Federal Ministry of Education and Research of Germany (BMBF)
15:40 Introducing the IN-EAST School of Advanced StudiesMarkus Taube, Director, IN-EAST School of Advanced Studies
16:00 MusicShangyin Trio
16:10 Keynote #1: Innovating Low Carbon FuturesJohn Urry, Distinguished Professor of Sociology, University of Lancaster
16:40 Coffee break17:10 Music
Shangyin Trio17:20 Keynote #2: Social and International Forces in
Chinese Technological DevelopmentAndrew Tylecote, Emeritus Professor of Economics and Management of Technological Change at Sheffield University Management School
17:50 MusicShangyin Trio
18:00 Reception
19:00 Guided Tour through Museum20:00 Board Meeting (LE Building, room 736)
7
Friday, November 29th 201308:15 Taxi Pickup at the Hotel Duisburger Hof for Conference SiteLocation: ZBT Building
8:45-10:15 Parallel Sessions A3/B3 (ZBT Building)A3: Research and Development I:Innovation DriversChair: Lakshman Chandrashekhar
B3: Human Resource IV:Managing Innovation Chair: Joop Stam
Philipp Boeing, Elisabeth Muellerand Philipp SandnerIn-house R&D and External Knowledge Acquisiti-on – What Makes Chinese Firms Productive?
Harald Dolles, Sebastian Manssonand Christian Schmidt Developing Chinese high-potential employees: Challenges for the international human resources management of MNCs
Yu Zheng An Integrative Approach to Inter-Firm Collaborati-on on New Product Development: Evidence from Chinese Pharmaceutical Companies
Marina Anna Schmitz, Anna Katharina Hildisch, Fabian Jintae Froese and Yong Suhk Pak Cynicism in foreign firms in China
Ji Hye Jeong and Daeil Nam Exploitation and Exploration: Effects of Innovati-on Level in Emerging Economies
Yoshikazu Sakamoto Avoiding Core Rigidities: the Managers’ role to facilitate members’ expressing ideas
10:15-10:45 Coffee Break
10:45-12:15 Parallel Sessions A4/B4 (ZBT Building)A4: Research and Development II:R&D in Foreign Subsidiaries Chair: Harukiyo Hasegawa
B4: Merger & Acquisition I: Success Factors in International AcquisitionsChair: Pavida Pananond
Yen-Chen Ho The differential impact of geographical concen-tration and technological concentration on MNE international knowledge creation and integration
Ralf Bebenroth and Martin Hemmert The Impact of Cross Border Acquisitions on the Performance of Target Firms: A Study of Inbound Japanese and Korean M&As
Hideki Shimizu-Tanaka R&D Activities in Overseas R&D Subsidiaries, Autonomy and the Linkage among Headquarter, Subsidiaries and Local Societies: A Case Study of R&D Activities of Japanese Multinationals in the EU
Hyejin Cho The Effect of Subsidiary Role Experienceof Target Firm in Cross-border M&A
Kazuyuki Marukawa, Axele Giroud and Yoo Jung Ha Why I excel and you don’t ! Foreign subsidiaries as Centres of Excellence in Japan
Eun Ji Kim, Eonsoo Kim and Daeil Nam Whom to Acquire? The Effect of IPO Targets‘ Prior Alliance Experience on Acquirers‘ Abnormal Returns
12:15-13:15 Buffet Lunch13:20 Departure Bus to Company Visit14:00-17:00 Company Visit: ThyssenKrupp Steel17:00 Departure for Zeche Zollverein18:00-19:30 Guided Tour UNESCO World Heritage Zeche Zoolverein19:30-22:00 Conference Dinner Kokerei
Dinner Speech Joop Stam: 30 Years EAMSA22:00 Departure Bus to Hotel
8
Saturday, November 30th 201308:15 Taxi Pickup at the Hotel Duisburger Hof for Conference SiteLocation: ZBT Building
8:45-10:15 Parallel Sessions A5/B5 (ZBT Building)A5: Automotive: Beyond Combustion - Creating new markets Chair: Masashi Arai
B5: Merger & Acquisitions II: International Acquisitions Chair: Axèle Giround
Inga Beyler, Sven Horak and Werner Pascha Creating a market for electric vehicles in South Korea top-down: The role of consumer attitudes
Simona Gentile-Luedecke What motivate German companies to agree to be sold to Chinese investors? The case of Chinese acquisitions in the German automotive sector
Peter In der Heiden and Bernd Liesenkötter Bringing Innovation to the Chinese Automobile Industry: Empirical evidence and multi-theoretical explanations
Martin Heinberg Cross-border Acquisitions as Brand Innovation in Emerging Countries: Success or Failure?
Trevor Stam Knowledge Alliances, Medium-sized Firms and Technology Development
Manami Suzuki and Hidehiko Nishikawa Language and Communication in Pre- and Post- International and Domestic Mergers and Acquisitions
10:15-10:45 Coffee Break
10:45-12:15 Parallel Sessions A6/B6 (ZBT Building)A6: Intercontinental Interaction Chair: Werner Pascha
B6: Corporate AlliancesChair: Fred Robbins
Claes G. Alvstam, Harald Dollesand Patrik Ström The Service Sector in the Free Trade Agreement between the EU and Singapore:Pilot case for other Asian countries?
Pavida Pananond Breakout multinationals: Emerging multinationals in global value chains
Reza Aboutalebi and Hui Tan Research Populations in International Context
Eun Ji Kim and Eonsoo Kim Is a Collective Real Option a Cure-All?The Moderating Effect of Common Groundin Strategic Alliances
Reza Aboutalebi, Hui Tanand Reshma Trupti Lobo Inter-Continental Strategy Implementation
Azusa Ebisuya, Gayan Prasad Hettiararchchi and Tomoki Sekiguchi Innovative Software Development and Management in Collaborating Japanese and Sri Lankan Enterprises -Through the Use of the Best of Both-sides’ Practices by Mutual Communication and Optimization
12:15-13:15 Buffet LunchLocation: NETZ Building13:15-14:30 EAMSA General Meeting14:30 Return to Hotel17:00 Visit to the Xmas Market
9
Company Visit
ThyssenKrupp Steel Europe is focused on the attractive and fast-growing market for premium carbon steel flat products. The company‘s capabilities range from intelligent material solutions, product-specific proces-sing and comprehensive service to finished steel parts and assemblies.
Together with its subsidiaries, Thyssen-Krupp Steel Europe AG supplies to a broad spectrum of steel-using sectors, including the automotive, shipbuilding, energy, cons-truction, packaging and electrical appliance industries.
The company’s central site is Duis-burg, where it has efficient steelma-king, processing and coating facilities. ThyssenKrupp Steel Europe has been active at the core location in Duisburg for 120 years. The company‘s mills represent benchmarks with respect to environmental protection both here in Germany and elsewhere.
Thanks to Duisburg’s location on the River Rhine, materials can be trans-ported economically to and from the site by water with little environmental impact, while the concentration of industry in Germany’s Rhine-Ruhr area puts many customers for finished products within easy reach. Coil box in hot strip mill
Schwelgern blast furnaces tapping hot metal
10
ThyssenKruppSteelEurope
Safety Guidelines for our Visitors We attach great importance to the personal safety of our visitors! Please observe the following guidelines:
Visitors enter factory premises and the operational facilities at their own risk.
The leaflet for visits has been read in advance and been communicated to all participants by the person in charge of the group.
Some of the walkways designated for visitors lead over grating bridges and stairs. It is mandatory to wear closed and sturdy footwear! Sandals, thongs, fabric shoes (e. g. linen shoes/Chucks), ballerinas as well and shoes with high heels and rubber soles are not allowed!
Visitors must wear dirt-resistant clothes that cover the body. We recommend to wear long trousers (e. g. jeans) and long-sleeved tops. Not allowed are short skirts or trousers, short-sleeved or sleeveless tops. Please do not wear clothes made of man-made fibers! We assume no liability for soiled or damaged clothes.
Visitors are required to wear hardhats and safety goggles and – in especially designated plants – earplugs. The VisitorCenter provides personal protective equipment to visitors.
Visitors must follow the instructions given by the plants, departments and guides. Stay in your group and do no leave the walkways designated for visitors. Do not get off the bus unless you are asked to do so.
Visitors must use handrails when walking on stairs.
Visitors are not allowed to bring along or consume alcoholic beverage or other intoxicants. Furthermore, visitors must not enter the works premises when under the influence of alcohol or other intoxicants.
Pay attention to visual and acoustic warning signals, do not stand or walk under suspended loads! Observe all informative, prohibitory and obligatory signs.
The minimum age for visitors is 16.
We strongly advise persons with any kind of walking difficulties, wearers of active body aids, like, for instance, cardiac pacemakers, and wheelchair users against taking part in plant visits.
Taking photos, filming and sound recordings are strictly forbidden on the entire works premises and in the plants. Any publications of the things seen or heard there shall be subject to the written consent by the Communications department!
After the plant visit, visitors must return audio guides borrowed for the plant tour (receiver and headset) as well as the personal protective equipment completely to the tour guide. We shall have to charge visitors for any missing or willfully damaged equipment!
We reserve the right to change the visiting program at short notice on the day of the visit (e. g. due to plant downtimes, weather conditions).
Should you have any questions, please contact:
0203 52 25520 0203 52 600 28757 [email protected]
11
Abstracts
12
Keynote SpeechProfessor Sonja OpperNorms, Networks and Innovation in China
Innovation is usually assumed to require a certain set of formal institutions to be in place, in order to regulate economic transactions between collaborators and to safeguard innovators against imit-ators by protecting intellectual property rights. But many economic transactions in fact are guided informally by mechanisms regulated by ongoing social relationships. In particular, the self- enforcing social structure of markets enables private firms in China to develop endogenously the norms and conventions of cooperation and exchange needed to compete in innovative activity.This contribution illustrates the rise of an innovation culture in an environment not conducive to intellectual property rights protection. In spite of weak formal institutions, entrepreneurs in the Yangzi delta region have from the bottom up constructed the necessary norms and institutional arrange-ments to initiate and protect technology collaboration. The common assertion that innovation and collaborative efforts flourish only where formal institutions provide the scope and legal protection to do so is thereby controverted.
13
A1: Innovation in CompaniesPo-Young Chu and Ya-Sen YangInnovation and Performance: An Empirical Study of Global Innovative Companies
According to the annual ranking of the World’s 50 Most Innovative Companies released by the Bu-sinessweek cooperated with Boston Consulting Group, Apple Inc. held first place for 3 consecutive years from 2005 to 2007. It remains unclear whether a strong, positive correlation exists between the innovation capability of a company and its business performance, as well as its ability to sustain innovation. In this study we compared the companies listed in both the World’s 50 Most Innovative Companies in 2007 and the S&P 500, which formed the experiment group, with a control group comprising the remaining S&P 500 companies. The performance measures were ROE, ROA, ROS, revenue growth, and the quotient of the market value of a company over its book value (MVBV). The results showed that the most innovative companies outperformed the companies in the control group in terms of all performance measures, with statistically significant differences between group means of ROE, ROA, and MVBV. Furthermore, the value of MVBV for a company in the most innovative group was highly correlated with its rankings. Finally, performance measured according to ROE, ROA, and MVBV confirms the sustainability of the innovative companies that recorded the highest measures from 2007 through 2011.Yawen HuangDoes innovation matter for EMS companies? A case Study of Hon Hai Precision
EMS (Electronics Manufacturing Services) industry is a new business model that was born in the 1980‘s in the United States, and came to be known by the name of EMS by the mid-1990‘s. The ra-tio of electronic products that was produced by EMS companies compared to all electronic products used today is about 1:4. It is no exaggeration to say that EMS has developed as an industry to the point that cooperating with EMS companies has become essential to maintain a competitive advan-tage for electronic firms which owns these brand names. There has been little research concerning EMS worked on from an academic perspective in the lat-ter half of the 1990‘s, however, these researches are described by fragmentary views. The existing literature can be divided roughly into two currents. First, as a research describing formation and the development of EMS as a new productive system in the electronic industry. The second, as a rese-arch that focuses on EMS companies. However, the case study for EMS companies describes the growth strategy only, and therefore, still has few in-depth case studies of EMS companies to explore the organizational/managerial processes within these companies. This paper therefore explores the organizational/managerial processes of a Taiwanese based EMS company: Hon Hai Precision, bet-ter known as Hon Hai, which in 2005, became the number one player in the EMS industry. Founded in 1974 to make plastic parts for black and white TVs, the company began its venture into computer related products in 1981 by making connectors. The company was specializing in metal mold pro-duction technology and grew as it diversified its activities to include making other components such as modules, PCBs, mobile phones and networking equipment. In other words, the company diver-sified from the computing industry to communication and consumer industries based on metal mold production technology. Moreover, it works on applying the patents actively, unlike other major EMS companies. As mentioned above, EMS companies offer manufacturing related services to electro-nic companies and do not produce their own brand products. Therefore, EMS companies are of the opinion that there is no need to make further technological innovations, and that there is no literature that discusses the topic of innovation of existing research on EMS. However, if making technologi-cal innovation really doesn‘t matter to EMS companies, why does Hon Hai strive to apply patents actively? The main questions to ask, are what patents have Hon Hai applied, and their relation with company growth. From an exploitation and exploration perspective, I propose that Hon Hai manage to exploit and explore activities at the same time to accumulate technological ability. Hon Hai there-fore gets manufacturing contracts from electronic companies and can swiftly respond to customers’ needs. This paper uses an in-depth case study on Hon Hai, therefor one of Taiwan’s EMS compa-nies, to explore how the company manage to exploit the activity of metal mold technology and their exploration of business activity diversification by patent analysis.
14
B1: Human Resources I: Entrepreneurship and InnovationMi Jian and Christian SchmidkonzInfluencing Factors of Internet Entrepreneurship in China and Germany
Entrepreneurship has been widely discussed until now. Literature is mostly allocated in the mea-ning of entrepreneurship and its measurement; the theories, explanations, and framework about the determinants of entrepreneurship, the impact of entrepreneurship, and the across countries’ and time’s entrepreneurship study. However, there is no such research comparing the influencing factors of entrepreneurship across countries that specifically targets internet entrepreneurship; no mention the targeted two countries Germany and China. Germany’s entrepreneurship activities can be traced back to the Second Industrial Revolution and small and medium companies are the backbones of the economy while China’s entrepreneurial activities only appeared 20 years ago and SOEs are still controlling the economy. However, what is astonishing is that the entrepreneurship level of Germany is much lower than the one in China. Especially when you check the internet market in these two countries, China’s top internet companies Baidu, Alibaba, Tencent are all founded by entrepreneurs and also more and more internet start-ups spring up to compete with each other; however, the top internet markets in Germany are mainly controlled by US counterparts like Google, Amazon, Face-book etc.. People start to wonder where German internet companies are. In the end, I would like to fill the literature gap and find out the factors that influence starting an internet companies success-fully in China and Germany. The data will be acquired by distributing questionnaires that focus on individual factors to 200 internet companies in China and Germany, separately.Anke Scherer and Carsten DeckertThe Dao of Innovation: What European innovators can learn from philosophical Daoism
The article argues that European innovators can profit from some of the basic concepts of philo-sophical Daoism, namely ‚wuwei‘ (non-interference) and ‚ziran‘ („go with the flow“). Whereas most Western approaches to innovation emphasize the different stages of the creative process as well as tools to enhance creativity, the Daoist world view allows for the mind to just wander and thus spontaneously discover the solution to a problem in a rather detached state of mind. Creative minds need space for personal development and the permission to wander around without being exposed to control and instant judgment of the results. Training individuals in the tools and techniques of pro-blem solving and creativity as the common approach in innovation management is certainly neces-sary, but in the end it is the intellectual accomplishment of a creative mind that produces innovation. Managers can allow this to happen when they get the balance of control and non-interference right.
15
A2: Human Resources II: LeadershipLakshman Chandrashekhar and Christophe EstayAttributional Complexity and Accuracy of Attributions:Test of a process Model of Leadership
This paper provides an empirical test of a functional attributional model of leadership with data from manager-subordinate dyads in France. Drawing from cognitive complexity theory, and attributional complexity theory, we identify attributional complexity of managers as the fundamental component of the model developed. This model focuses on key constructs such as leader attributions and their accuracy, leader behaviors that follow their attributions, mediating variables such as subordinate sa-tisfaction, and outcome variables such as leadership perceptions. The process model is tested using hierarchical regressions of both direct effects and mediating effects. The hypotheses are strongly supported. Attribution complexity of managers is linked to the accuracy of their attributions, as perceived by subordinates. Performance correction strategies of managers were found to be linked to accurate attributions, and subsequently to key outcome variables. Results are discussed, along with limitations and directions for future research.Suk Bong Choi and Jae Hoon Hyun How Transformational Leadership facilitates Innovation Behavior of Korean Workers: Examining mediating and moderating process
The aim of this article is to investigate the relationship between transformational leadership and innovative behavior of Korean employees. To this end, this article also looks at whether knowledge sharing and perceived organizational support (POS) influence on the above causal relationship. The empirical results indicate that transformational leadership is significantly related to both employee innovative behavior and knowledge sharing. The results also show that knowledge sharing mediates transformational leadership and innovative behavior of employees. In addition, POS moderates the relationship between transformational leadership and innovation behavior. The authors argue that transformational leadership is necessary for innovative behavior of employees given high level of organizational support. Several managerial implications are discussed from the Korean context of leadership practice and limitations are explained for future research.
16
B2: Human Resources III: HRM and Innovation Sayaka Shinohara and Tetsushi FujimotoFamily to Work Positive Spillover and Creative Work Behavior among R&D Engineers in Japan
Research has shown that intrinsic motivation to work plays an important role in stimulating workers’ creativity. Positive spillover between work and non-work domain are considered to enhance work motivation. However, little research has examined how experiences in family domain are related to work performance. Using the recent national sample of Research and Development (R&D) enginee-rs (3,425 men and 714 women), this study investigated the relationship between family to work positive spillover and creative work behavior. Our results assured that positive spillover from family to work, as well as job autonomy and supportive work environment, were positively related to en-gineers’ intrinsic motivation to work. We also found that family to work positive spillover was directly and positively associated with creative work behavior for both male and female engineers, holding the effect of intrinsic motivation constant. Our study suggests that good experiences in the family domain would be beneficial to engineers’ work performance.Sumita RaiOrganizational Justice and employee mental health moderating role of organizational identification
This paper explores the impact of organizational justice especially the role of distributive, interactio-nal justice on employees’ mental health of multinational organizations. This paper is also an attempt to understand the association between organizational justice and employee mental health; the mo-derating role of Organizational identification was explored as well. The sample of this study was 321 employees of two multinational companies. The average age of sample population was 29 years having the graduate qualification, there were 80 percent male and 20 percent women employee who were part of this study. The results of this survey study highlight that distributive and interactional justices were significantly correlated with employee mental health with interaction effect found to be positive in the case of strong identification. While procedural justice was not significantly correlated with employee mental health.
17
A3: Research and Development I: Innovation Drivers Philipp Boeing, Elisabeth Mueller and Philipp Sandner In-house R&D and External Knowledge Acquisition – What Makes Chinese Firms Productive?
This paper analyses the influence of in-house R&D and external knowledge acquisition on the total factor productivity (TFP) of listed Chinese firms for the time period 2001-2010. We find a quantitati-vely important positive effect of in-house R&D. The achieved level of technological sophistication of Chinese firms is sufficient to benefit from R&D collaboration with domestic partners. We do not find a significant effect for employing inventors with access to international knowledge or for collaborating with international partners. International knowledge acquisition is only effective if conducted via joint ventures, i.e. if it is supported by a deep organizational relationship.Yu Zheng An Integrative Approach to Inter-Firm Collaboration on New Product Development: Evidence from Chinese Pharmaceutical Companies
Inter-firm collaboration on new product development (NPD) is a defining feature in today’s corporate landscape especially in highly innovative industries. Both the transaction cost economics (TCE) and the resource-based view (RBV) are traditionally employed by researchers in interpreting how and why firms adjust their boundaries in collaboration to develop new products, but both losing value when it is applied in emerging economy, e. g. China, where the institutions are significantly different from the developed countries. This study adopts an integrative approach to draw on the TCE, RBV and a newly emerged theory - institution-based view (IBV) to enhance our understanding of dyna-mism involved in firms’ choice of inter-firm collaboration. Three key forms of inter-firm collaboration are found dynamically and contingently best employed to serve the different stages of NPD based on qualitative data of two Chinese pharmaceutical firms; how and why firms switch from one form of collaboration to another along the NPD process are well explained by the comprehensive perspec-tives from the TCE, RBV and IBV. In doing so, this paper offers valuable insights for managers and researchers concerned with the Chinese firms’ innovative activities in the pharmaceutical industry.Ji Hye Jeong and Daeil Nam Exploitation and Exploration: Effects of Innovation Level in Emerging Economies
More than developed economies, emerging markets have huge opportunity to be developed in the future. Emerging economies are less-developed and do not have well-developed institutions for in-novation and learning. Moreover, certain economies have been regulated and they have just started pursuing free-market system and deregulation. Innovation level of each firm can be an ex-ant factor to let firms seek for exploitative or explorative innovation. According to prospect theory, firms with high level of innovation are more likely to be risk averse because they have things to lose, whereas firms with low level of innovation are more likely to be risk seeking. Based on perspective theory, we argue that innovation level drives a type of innovative performance rather the outcome of the estab-lishment leads innovation level. Regarding the unique environment of the emerging economies, the gap between firms highly innovated and less innovated can be maximized. Our hypotheses are par-tially supported with the result that the establishment with innovation level above the industrial aver-age is likely to be risk seeking and risk averse so they are good at both exploitation and exploration. The result can be explained by ambidexterity and the relationship between slack and innovation.
18
19
B3: Human Resource IV: Managing Innovation Harald Dolles, Sebastian Mansson and Christian Schmidt Developing Chinese high-potential employees: Challenges for the international human resources management of MNCs
This study shows how multinational corporations structure their global approach to identification and development of internal high-potential employees towards global leadership positions, and to what extent it is adapted to China. The research is based on more than 20 interviews with 14 multinational corporations across different industries. The main finding is that in most corporations, adaptations of talent management processes in China are limited, but do exist. However, at the higher leadership levels, there are virtually no adaptations of global leadership standards as of today, and most multi-national corporations are striving to implement a global and universal talent management approach.Marina Anna Schmitz, Anna Katharina Hildisch, Fabian Jintae Froese and Yong Suhk Pak Cynicism in foreign firms in China
Cynicism is a pejorative attitude towards individuals or institutions, induced by frustration, mistrust, disillusion and various previous negative experiences. Based on social identity theory and cognitive dissonance theory we developed a model how cultural differences predict cynicism and withdrawal cognitions in foreign firms. Survey results from 241 Chinese employees in foreign firms located in Shanghai and Beijing show that greater cultural distance was associated with higher cynicism, which in turn resulted in higher turnover intentions. Moreover, localization moderated the link between cultural distance and cynicism, implying that localization is particular beneficial for culturally distant organizations.Yoshikazu Sakamoto Avoiding Core Rigidities: the Managers’ role to facilitate members’ expressing ideas
This paper aims to identify a method for avoiding core rigidities, therefore this paper addresses the problem of how to handle capabilities from a management perspective. This paper considers the process of generating, enhancing, and reshaping capabilities, that is, avoiding core rigidities, and attempts to ascertain suitable management styles for reshaping capabilities. So that, This paper emphasizes the importance of perceiving the signal, therefor examines how managers can facili-tate the perception of signals in the organization. This paper proposes three roles for managers to facilitate perception by organizational members. The first role is to monitor external changes. The second role is to monitor internal changes, especially to perceive what members express and to tolerate their opinions. The third role is to simplify the perception of organization members. And this paper attempts to identify the evaluation system that facilitates the members’ expression of opinions in particular. As an example, this paper examines the empirical supports which are questionnaire survey to major manufacturing companies in Japan, and questionnaire survey to team members of two Japanese companies and interview surveys to these leaders.
20
A4: Research and Development II: R&D in Foreign Subsidiaries Yen-Chen Ho The differential impact of geographical concentration and technological concentration on MNE international knowledge creation and integration
As previous studies in international R&D literature provide appealing arguments for R&D interna-tionalization and decentralization, empirical evidences of MNEs actively leveraging technological and locational diversity to generate innovation are only fragmented and sometimes contradictory (Frost, 2001). The essential phenomenon demanding explanation is therefore not the reason why MNEs should utilize host country knowledge sources but why they did not? Why do most MNEs still conduct their knowledge-creating activities largely at home country and a limited number of others? In this research, we study the phenomena of limited international R&D from the perspective of MNE reverse knowledge transfer and integration (Andersson, Forsgren, & Holm, 2002; Frost & Zhou, 2005; Håkanson & Nobel, 2001; Rugman & Verbeke, 2001). It is contended that while traditional factors including physical proximity, subsidiary experience and host country effects are still relevant to the creation of new knowledge, MNE-level factors including the geographical dispersion of R&D activity and technological concentration on a number of technological domains affect how well the MNE may recognize and assimilate the new knowledge at the MNE-level (Cohen & Levinthal, 1990) and therefore integrate dispersed subsidiary-specific advantage into MNE-wide, firm-level advantage (Rugman & Verbeke, 2001). The implication is that MNEs have their own cognitive and organizatio-nal limits and these are important factors to be considered when studying the international knowled-ge creation and absorption of MNEs.Hideki Shimizu-Tanaka R&D Activities in Overseas R&D Subsidiaries, Autonomy and the Linkage among Headquarter, Subsidiaries and Local Societies: A Case Study of R&D Activities of Japanese Multinationals in the EU
The purpose of this study is to reveal the external / internal linkages and autonomy of overseas R&D subsidiary, including basic laboratories and development functions, in Japanese multinationals in the EU. For the purpose, this study conducted the qualitative research by the in-depth interviews with R&D managers. Although global R&D activities of Japanese multinationals have been spread gradually compared to 1990s and 2000s, there are little research for autonomy and linkage of them, except Asakawa (1996, 2001). In the context of globalization of Japanese multinationals’ R&D activities in the EU, the autonomy and external / internal linkages with local are important for inno-vative R&D outputs. From in-depth interviews with R&D managers of overseas R&D subsidiaries in Japanese multinationals in the EU, this paper found out that 1) even if overseas R&D functions keep a distance physically and structurally from Japan, internal linkages with Japanese headquarters remain to be strong because they need to exchange the technology and knowledge frequently for maximizing the company’s outputs, 2) for mainly basic research laboratories, external linkages with top universities in the EU nations are regarded as important network to keep receiving knowledge and excellent R&D workers, 3) the locational advantages enhance to build the external linkages and 4) all overseas R&D subsidiaries have local autonomy in decision-making for HRM, all research laboratories have local autonomy in decision-making for research topics and all of them is controlled and/or needed to negotiate research budget by/with Japanese headquarters.Kazuyuki Marukawa, Axele Giroud and Yoo Jung Ha Why I excel and you don’t ! Foreign subsidiaries as Centres of Excellence in Japan
This paper focsuses on centres of excellence as subsidiaries recognised within the MNC for specific functional activities in the specific case of Japan. There is surprisingly little known about the ability, potential and factors leading to some MNC subsidiaries acting as centres of excellence in Japan, despite a unique dynamic environment and a key position of the country in attracting R&D activities. Using a database of 134 firms in Japan, we first distinguish those subsidiaries that excel before investigating the factors that facilitate some MNC units in being considered centres of excellence. Our results provide enhance knowledge on the strategic role and position of foreign subsidiaries in Japan, as well as adding the existing body of knowledge on the role of business networks and resources.
21
B4: Merger & Acquisition I: Success Factors in International Acquisitions Ralf Bebenroth and Martin Hemmert The Impact of Cross Border Acquisitions on the Performance of Target Firms: A Study of Inbound Japanese and Korean M&As
International strategic mergers and acquisitions (M&As) by emerging market multinationals (EMMs) are rapidly gaining importance. Whereas multinational firms from developed countries mostly invest abroad to leverage their existing assets, EMMs tend to seek strategic assets when investing in other countries. We examine the effect of M&As on the performance of acquired firms for 88 inbound M&As in Japan and Korea and find that as regards assets and sales, the post-acquisition performan-ce of Japanese and Korean firms being taken over by EMMs is worse when compared with firms being acquired by developed country multinationals. We also find that the ROA of EMM target firms improves after the acquisition, but still remains lower than that of target firms of developed country multinationals. Overall, we find the age of target firms, the target country, and the country of origin of the bidder and its strategic motivation more relevant for the post-acquisition performance of target firms than the cultural or managerial distance between bidder and target firm.Hyejin Cho The Effect of Subsidiary Role Experience of Target Firm in Cross-border M&A
This paper investigates the effect of subsidiary role experience of target firm and national distance (cultural, economic and institutional) on shareholder value of acquiring firm. An analysis of 2374 cross-border M&A announcements during 1995-2010 shows that acquiring firm experiences ab-normal stock returns when a target firm has a subsidiary experience and there is economic and institutional distances between target firm and acquiring firm. Also, the moderating role of subsidiary experience of target firm on the effect of national distance and previous M&A experience of acquiring firms on shareholder value are discussed.Eun Ji Kim, Eonsoo Kim and Daeil Nam Whom to Acquire? The Effect of IPO Targets‘ Prior Alliance Experience on Acquirers‘ Abnormal Returns
This study examines the relationship between the IPO targets’ prior alliance experience and the acquirers’ abnormal returns on the day of acquisition announcement. Alliances are viewed as an access to external legitimacy and higher status, so according to the signaling theory, an IPO target’s alliance experience may indicate that it possesses network capabilities as well as market’s percepti-on of its potentials. Thus, when those IPO targets are acquired, the market reacts to the acquisition announcement by abnormal returns. When IPO targets, which have relatively short histories, had more alliance experience, they are more likely to be evaluated to possess potentials to grow. Acqui-rers which buy the IPO targets can benefit from positive abnormal returns. In the preliminary test, this relationship was supported using the target sample of the U.S. software industry. This study may have a contribution in that it helps practitioners and researchers in current market full of lemons, to distinguish high-quality targets from those which are not by looking into targets‘ prior alliance experi-ence.
22
A5: Automotive: Beyond Combustion - Creating new markets Inga Beyler, Sven Horak and Werner Pascha Creating a market for electric vehicles in South Korea top-down: The role of consumer attitudes
Korea strives for a leading position in the electric vehicles market, based on a top-down approach. Current policy focusses on supply-side factors. In the current paper, we take up the neglected de-mand side. We did a survey in late 2012 among potential Korean EV customers, based on questions derived from three relevant theories. Applying cluster analysis as a pattern recognition approach, three distinct groups could be identified: indecisive, skeptics, and supporters. The stimulus-respon-se model delivered excellent results in identifying a potential early-mover group among consumers, with a focus on price and usability considerations. We disscuss tentative policy implications of our findings.Peter In der Heiden and Bernd Liesenkötter Bringing Innovation to the Chinese Automobile Industry: Empirical evidence and multi-theoretical explanations
Green innovation has become a cornerstone of China’s economic strategy. Its relevance for addres-sing the legacy costs of established factor market distortions and ensuring future productivity impro-vements is uncontroversial. This paper reviews the barriers to innovation in the automobile sector by shedding light on the progress in the development, commercialization and popularization of electric vehicles. Drawing on patent data of Chinese automobile manufacturers and suppliers as well as a series of expert interviews, it suggests the existence of a sailing ship effect – the reinforcement of R&D activities focused on traditional propulsion systems in reaction to the appearance of electric vehicle technology. After identifying reasons for this resistance and the main obstacles for innovation adoption in the corporate sector, the authors review industrial policy measures to determine whether or not government interference was so far able to remedy prevalent market failures. It is found that because of coordination failures within the government sector, the effectiveness of industrial policy has been greatly impaired.Trevor Stam Knowledge Alliances, Medium-sized Firms and Technology Development
Inter-organizational knowledge creation and collaboration have been paramount to the innovative and competitive strengths of Japanese firms. During the last two decades collaboration on knowled-ge development has gained momentum internationally. Especially in high-tech industries knowledge exchange and R&D alliances have become a means of defining the competence, competitiveness, and the innovation potential of a firm. Furthermore R&D alliances often can provide companies a diversified portfolio of new products and access to new markets. The objective of this study is to explore and analyse the configuration, the organizational regimes and co-ordination mechanisms of knowledge networks of Japanese manufacturers, chiefly chûken kigyô firms, involved with lithium-ion battery technology development. Ultimately, this study intends to contribute to our understanding of processes of knowledge development and innovation.
23
B5: Merger & Acquisitions II: International AcquisitionsSimona Gentile-Luedecke What motivate German companies to agree to be sold to Chinese investors?The case of Chinese acquisitions in the German automotive sector
The present study focuses on the recent acquisitions by Chinese firms of German companies ope-rating in the automotive sector. While the extant literature looks at motivations and driving forces behind Chinese outward foreign direct investment, this study focuses on the motivations of the ac-quired firms in agreeing to be sold to Chinese buyers. Looking at the recent acquisitions of German automotive suppliers by Chinese acquirers, the study proposes that one important motivation is the ability of the acquired firm to maintain its identity and its autonomy post-acquisition. Additionally, the study suggests that the possibility to expand into the Chinese market and simultaneously to offer own distribution channels to the acquirer firm, is another important motivation of the acquired firm. The access to capital in current credit-constrained times, also contribute to support the decision of German companies to be bought by Chinese firms. The policy implications are relevant, because in the current particular situation where many companies in Germany struggle to survive the current economic downturn and turn for sources of capital to emerging market firms, China investors can facilitate German companies growth, with a positive impact for the local economy.Martin Heinberg Cross-border Acquisitions as Brand Innovation in Emerging Countries:Success or Failure?
The literature that focuses on acquisitions from the consumer’s perspective has neglected the inno-vative brand strategy of cross-border acquisitions in a developing country by a developed country brand. However, research in this field appears necessary, when considering both the sensitiveness of developing country consumers to foreign brands and the common practice of western/global com-panies to enrich their brand portfolio through local acquisitions. The study questions such an interna-tional takeover, since our findings point to a decrease in consumer loyalty and stagnant willingness to pay, despite rising quality expectations from consumers.Manami Suzuki and Hidehiko Nishikawa Language and Communication in Pre- and Post- Internationaland Domestic Mergers and Acquisitions
The present study examines language and communication, particularly informal communication in non-Japanese companies’ subsidiaries in Japan after an international merger and acquisition (IM&A) and a domestic merger and acquisition (DM&A) as well as at the pre-M&A stage. The present study is a qualitative study that compares two cases of a non-Japanese multinational corporation’s (MNC’s) subsidiary after an IM&A or a DM&A. Informal communication was examined from perspec-tives of two managers who experienced the pre- and post-M&As. The results of the present study suggest that Japanese employees’ informal communication during and outside of working hours influence work and facilitate formal communication between English-speaking managers and Ja-panese employees without English competence in meetings. The nature and type of M&As (i.e., an hostile deal or a friendly deal, an IM&A or a DM&A) might have influenced the non-Japanese compa-nies’ attitudes toward Japanese employees’ informal communication. The present study suggests that non-Japanese MNCs should consider the advantages and disadvantages of Japanese emplo-yees’ informal group communication, particularly communication in Japanese in their subsidiaries in Japan for their successful business.
24
A6: Intercontinental InteractionClaes G. Alvstam, Harald Dolles and Patrik Ström The Service Sector in the Free Trade Agreement between the EU and Singapore: Pilot case for other Asian countries?
The aim of this paper is to investigate how new rules and practices related to the services industries can be adopted in multilateral, regional and bilateral trade negotiations, using the recently concluded FTA negotiations between the EU and Singapore as an illustrative case. The purpose is to put the services sector into the larger framework of business interaction between the EU and the outside world by identifying crucial sub-sectors within the services industries and their relations to physi-cal, ‘visible’ trade; furthermore, in order to assess the prospects of ‘multilateralising’ regional trade agreements within the service sector, through the ambitions on the EU part to make bilateral FTAs more compatible and mutually comparable with the multilateral GATS’ rules. Since Singapore alrea-dy applies a zero-tariff system in most sectors of manufacturing, the main issues in the negotiations were related to services in general and knowledge-intensive business services in particular. To what extent will there be a true mutual opening-up of the services markets among the two parties, and what technical and mental barriers remain? This agreement can also pave the way for a revitalisati-on of the EU-ASEAN talks, in which issues related to services were most controversial. Furthermore, the EU-Singapore FTA should also be seen in the global context of parallel and overlapping existing agreements or proposed talks, e.g. ACFTA, and the US TPP-initiative. In this respect it can also be seen as a test of the EU ‘Global Europe’ initiative and its follow-up communications from the Com-mission. The paper takes mainly the firm-level approach, by investigating the already reached as well as the potential future impacts by the actors at both sides of the agreement.Reza Aboutalebi and Hui Tan Research Populations in International Context
Although sampling and research populations are tightly linked together, unlike sampling there are very few discussions about research populations especially in the complex context of international business. This study aims to introduce a new perspective on research populations by developing the taxonomy of research populations. While the taxonomy can be used in any research, it is more sui-table for the research with highly complicated nature such as international business. This research has tried to challenge dubious assumptions regarding the definition, classification and implications of research populations. Quasi-meta-analysis technique has been used not only for assessing the de-veloped taxonomy but also for building the taxonomy of research populations. To determine the stu-dies that can be included in our quasi-meta-analysis we used six keywords and searched all existing research in the top ten business research methodology books and fifteen non-business methodolo-gy handbooks, as well as published papers in the top five relevant academic journals. In contrast to an existing assumption amongst scholars and researchers who believe there is one type of research population, one that includes all members of the population, we have introduced six main types of research population: ‘actual population’, ‘known population’, ‘manageable population’, ‘accessible population’, ‘target population’ and ‘acceptable population’. Furthermore, we have proposed 24 main research population characteristics that can be organised into eight groups/themes. Each of these groups/themes encompasses three related but contrasting features. The taxonomy of research po-pulation emerges from a systematic combination of types of research population with characteristics of research populations. Thus, by combining six types of populations with 24 populations’ features, the taxonomy of research populations embodies 144 alternative forms of research populations.Reza Aboutalebi, Hui Tan and Reshma Trupti Lobo Inter-Continental Strategy Implementation
This paper explores the dominant modes of outward foreign direct investment (OFDI) employed by Indian enterprises in the UK. It also explores their competitive advantages in various industries, and the link between strategic aspirations and post-entry performance. This study employs a mixed methodology using a combination of questionnaires and semi-structured interview as two comple-mentary research instruments in data collection. Mergers and Acquisitions are revealed to be the preferred mode of entry into the UK. However, the study finds that not all theoretical predictions are supported.
25
B6: Corporate AlliancesPavida Pananond Breakout multinationals: Emerging multinationals in global value chains
This paper integrates the international business literature on EMMNEs with the development-dri-ven studies on GVCs. I review the two lines of the literature to pinpoint the gap that a conversation between these two sets of research can fill. I argue that the need to integrate these two views is particularly relevant to the understanding of domestic and international development of firms from small and medium-sized developing economies. EMMNEs from these countries often have a modest beginning as the low-cost suppliers in a variety of globally integrated industries. Refusing to remain forever in the lowest value-added position of the GVC, these firms undertake initiatives to get out of that position. The GVC literature implies that domestic upgrading through knowledge and tech-nological accumulation is the way forward for these firms. While doing so endows them with further product and process capabilities, these firms are nonetheless kept captive as domestic suppliers to global lead firms from advanced economies. To break out from this position, I propose that these firms undertake international expansion to become multinationals themselves. Their internationaliz-ation process is therefore influenced by the nature and the governance structure of the global value chains to which they previously served. I argue that these EMMNCs expand abroad in the direction of the lead firm of their industry to move into higher value-added positions within their value chain structure. In producer-driven chains, EMMNCs focus their international expansion on moving toward upstream functions of the industry. On the contrary, EMMNCs in buyer-driven industries focus their international expansion toward downstream activities. The ideas proposed in this paper contribute to the theoretical arguments in the literature on internationalization process of EMMNCs. First, the paper identifies how the pre-internationalization position of domestic firms within the GVCs could affect the direction toward which outward internationalization can be undertaken. Second, the paper indicates how international investment can be used as alternatives for domestic firms in GVCs to break out from the captive control exerted in global industries from multinational lead firms. For the GVC literature, this paper argues against the view that developing-country suppliers are willing to remain in their rank and file in global value chains and proposes that lead firms-suppliers relationships are dialecti-cal. Capable suppliers would therefore want to break out of the captive control of global lead firms. International expansion can be that alternative.Eun Ji Kim and Eonsoo Kim Is a Collective Real Option a Cure-All? The Moderating Effect of Common Ground in Strategic Alliances
Many firms recently form strategic alliances to create potential economic value through cooperation. When forming strategic alliances, however, no firms are perfectly free from the risk of unexpected opportunistic behavior by alliance partners. Both the environmental uncertainty from lack of market information and the social uncertainty from lack of social information make a gap between expected value creation and realized value creation from strategic alliances. Regarding this social dilemma in which partner firms take an action for own interests at the expense of collective interests, existing research suggested collective real options to solve the problem. With collective real options, firms can take a pilot project period to learn about both environmental and social information and then can decide whether to invest in a larger-scale alliance or not. However, in this paper, we propose that the collective real options are not cure-all for every strategic alliance and the existence of common ground plays a moderating role in the relationship. In the context in which participating firms share common ground, collective real options would be effective because they can predict and prepare for partners’ possible opportunistic behaviors, on the other hand, without common ground, firms still have the risk of opportunism in spite of practicing collective real options.
26
Azusa Ebisuya, Gayan Prasad Hettiararchchi and Tomoki Sekiguchi Innovative Software Development and Management in Collaborating Japanese and Sri Lankan Enterprises -Through the Use of the Best of Both-sides’ Practices by Mutual Communication and Optimization-
In recent times Japanese enterprises have been going global among Asian countries at an increa-sed pace. When collaborating with Japanese enterprises, those subsidiaries and collaborating companies often face the differences of corporate cultures and policies. For multiple enterprises with different corporate cultures to cooperate with each other successfully, each one should understand the merits and demerits of the other, and come to an agreement on common practices to follow. In arriving to such an agreement, it is essential that both parties communicate amply and openly. Prior researches revealed the necessity of adequate communication within companies, however, hardly discussed the expected improvements in practices, smooth flow of the project life cycle and satisfac-tion of stakeholders that is achievable through meaningful communication. In this study, Sri Lankan workers from two Sri Lankan IT enterprises that cooperate with Japanese enterprises are analyzed. Based on the surveys conducted by semi-structured interview method, problems in effectiveness and teamwork were found to exist according two informant groups. This study revealed that mem-bers can overcome those problems by listening to different opinions, thoroughly comprehending the pros and cons, fusing and optimizing different practices and opinions, and providing optimized options for execution. This innovative communication process has the potential to contribute to successful execution and performance in software development when parties with different practices and business cultures are involved.
27
28
Conference Participants
Name Given Name Affiliation eMailAboutalebi Reza Royal Holloway, University of London [email protected] Claes G. Centre for International Business
Studies, School of Business, Economics and Law, University of Gothenburg
Arai Masashi Kyorin University [email protected] Inga IN-EAST, University of Duisburg-Essen [email protected] Philipp Frankfurt School [email protected] Hyejin Korea University [email protected] Shuanping IN-EAST, University of Duisburg-Essen [email protected] Carsten Cologne Business School [email protected] Helmut IN-EAST, University of Duisburg-Essen [email protected] Harald Molde University College, Norway /
University of [email protected]
Ebisuya Azusa Osaka University [email protected] Fabian Georg-August-Universität Göttingen fabian-jintae.froese@wiwi.
uni-goettingen.deFujimoto Tetsushi Doshisha University [email protected]üdecke Simona Bremen University [email protected] Axele UNCTAD [email protected] Yoo Jung University of York [email protected] Harukiyu [email protected] Martin IN-EAST, University of Duisburg-Essen [email protected] Martin Korea University [email protected] Yen-Chen University of Reading [email protected] Yawen Waseda University [email protected] Insang International Christian University [email protected] Jae Hoon Hankuk University of Foreign Studies [email protected] Chie Keio University [email protected] der Heiden Peter IN-EAST, University of Duisburg-Essen [email protected] Inge Economic geography,
School of economics, business and law, Gothenburg university
Jeong Ji Hye Korea University [email protected]
29
Name Given Name Affiliation eMailKim Eun Ji Korea University [email protected] Chandrashek-
harKedge Business School [email protected]
Marukawa Kazuyuki H.C.Starck GmbH [email protected] Jian Munich Business School Mi.Jian@munich-busi-
ness-school.deMiki Tomono Rikkyo University [email protected] Sonja Lund University [email protected] Pavida Thammasat Business School,
Thammasat [email protected]
Pascha Werner IN-EAST, University of Duisburg-Essen [email protected] Po-Young Venture & Innovation Program (VIP),
National Chiao-Tung [email protected]
Rai Sumita Management Development Institute [email protected] Frederick The University of Adelaide [email protected] Yoshikazu Chiba Keizai University [email protected] Anke Cologne Business School [email protected] Christian Munich Business School christian.schmidkonz@mu-
nich-business-school.deSchmitz Marina University of Goettingen [email protected] Tomoki Osaka University [email protected] Hideki Doshisha University [email protected] Sayaka ITEC, Doshisha University [email protected] Trevor University of Twente [email protected] Joop A. Erasmus University Rotterdam [email protected] Manami Hosei University [email protected] Toshikazu Rissho University [email protected] Markus IN-EAST, University of Duisburg-Essen [email protected] My-Van University of South Australia [email protected] Andrew Univerity of Sheffield [email protected] John Univerity of Lancaster [email protected] Yu Royal Holloway, Univerity of London [email protected]
30
Transport AdviceAirport to Hotel - From Dusseldorf International Airport (DUS) it takes about 20 minutes by train to get to Duisburg central station. Trains depart every 10-20 minutes. By taxi, it takes about 25 minutes from Dusseldorf International Airport to Duisburg city (approx. 40 €). From Frankfurt International Airport (FRA) it takes 1.5 hours to get to Duisburg by direct high-speed train. From Amsterdam Airport Schip-hol (AMS) in the Netherlands it takes 2 hours to get to Duisburg by train.
For more information please visit www.bahn.de (Germany) and www.ns.nl (Netherlands).
Getting Around in DuisburgThe Grand City Hotel Duisburger Hof and Hotel Ibis Duisburg Innenhafen are centrally located and just 10 minutes walking distance away from each other as well as from the city center, the main railway station and the inner harbour.
Public Transport – In Duisburg city you will find a convenient local public transport system. For detailed information and planning of your trips please visit the Verkehrsverbund Rhein-Ruhr (VRR) website at http://vrr.de/en/index.html
City of DuisburgIf you are interested in getting a first impression of the city of Duisburg, we recommend the website of the Duisburg-Marketing company (available in English): http://www.duisburg-marketing.de/en/home/index.html
The sub-section “City Tourism” provides information on some of Duisburg’s main attractions including the Inner Harbour (“Innenhafen”), where one of our Conference venues – the Museum “Küppersmühle” – is located.
Clothing Advice In November, temperatures in Duisburg are typically between 0 and 5 °C. We recommend a coat and warm clothes. Be prepared for some rainfall, which is quite common throughout the year in Duisburg.
Emergency ContactIn case of urgent organizational matters Mr. Demes can be reached by this number: +46 (0)176-52244044
31
��
����
���
����
DU
ISB
UR
G
��
��
��
��
��
��
���
����
��
�
��
��
��
�
���
��
���
�
��
������
�
��
��
������
���� �
���� ��
�����
����
��
������
�������
���
����
���
��
��
��
��
��
��
��
�
���
���
��
�
��
��
������
������
���
�����
��
����
�������
��
���
�
�����
�
���
������
�����
�����
��������
������
�������
���
���
�
���
����
Ham
burg
Ber
lin
Fran
kfur
t
Bru
ssel
s
Am
ster
dam
Köl
n
Düs
seld
orf
Dor
tmun
dW
eeze
�����
��
��
��
�
��
��
� �� ��
���
���
���
��
��
��
��
��
�
�
��
��DU
ISB
UR
G
����
���
����
���
�����
��
���
���
�����
���
32
926
933
500
mC
arto
grap
hy: H
aral
d K
rähe
59
40
3
DU
-Dui
sser
n
DU
-Kai
serb
erg
40
59
DU
-Zen
trum
DU
-Häf
en
Kre
uzK
aise
rber
g
Kre
uzD
uisb
urg
DU
-Wed
au
Sch
wei
zer
Str
.Z
oo
/Un
i
Lu
ther
pla
tz
DU
Hb
f.
Kö
nig
-Hei
nri
ch-P
latz
Ste
insc
he
Gas
se
Rat
hau
s
DU
Hb
f.O
stei
ng
ang Blu
men
-
Neu
e F
ruch
tstr
.B
ism
arck
str.O
stst
r.
Kam
mer
str.
Len
aust
r.
Net
telb
ecks
tr.
Bü
rger
str.
Un
iver
sitä
t
Un
i-N
ord
Un
i-N
ord
/L
oth
arst
r.
Fri
edri
ch-W
ilhel
m-P
l.
Leh
mb
ruck
-
Ton
hal
len
-
Sch
wan
ento
r
str.
Neu
do
rfer
Mar
kt
Mu
seu
m
Du
isb
urg
Hb
f/M
ain
Stat
ion
str.
Du
isse
rn
Falk
str.
Sch
iller
pl.
Sta
pel
-to
r
Ku
hto
r
Tram
901
Tr
am 9
01M
ülh
eim
Hb
f.
Bus 933
Bus
93
3
Bus 9
33
Bus 924 926
Bu
s 92
4
933
933
Obermarxloh
Tram 9
01 Tram
U7990
3
Bus924 926
TramU79903
926
924
Bus 924 926933 939
Bus924926
924 Sportpark
Bu
s 93
9
926
9
39
Bus 939
Mül
heim
er
Str.
Memelstr.
Mül
heim
er
Str.
Sternbuschweg
Sternbuschweg
Schweizer Str.
Carl-Benz-
Koloniestr.
NeueFruchtstr.
Ruh
rorte
r
Str.
Ruh
rdei
ch
Ruh
rdei
ch
Ruh
rdei
ch
Ruh
rdei
ch
Oranien-
str.
Saarstr.
Gut
enbe
rg-
str.
Köh
nen-
s
tr.Stap
el-
tor
Obe
rstr.
Mercatorstr.
Kar
l-
Leh
r-
Str.
Düsseldorfer Str.
Am Brink
Schw
anen
-
s
tr.
Sedan
str.
Vulk
anst
r.Neckarstr.
Phi
loso
phen
weg
Schi
ffers
tr.
Sch
iffer
str.
Philosophen- weg
Dui
sser
n-
s
tr.
Moltkestr.
Hansastr.
Bismarck
str.
Grabenstr. Gneisenaustr
.
Gei
bels
tr.
Forsthau
sweg
Fin-
k
en-
str.
Bürge
rstr.
Oststr.
Oststr.
Klö
ckne
r-
st
r.
Kammerstr.
Kammerstr.
str.
Moz
artst
r.Lotharstr.
Lotharstr.
Frie
dric
h-
Wilh
elm
-
Str.
Tonhallen- str.
Düsseldorfer Str.
Rea
lsch
ulst
r.
Del
l-pl
atz
Neu
eM
arkt
str.
Wall- str.
Grünstr.
Krummac
her S
tr.
Kölner Str.
Kön
igst
r.
Kuh
str.
Unter
str.
Esse
nber
ger S
tr.
K
önig
-H
einr
ich-
P
latz
Max-Peters- Str.
Salv
ator
- K
irch
e
Rath
aus/
City
Hal
l
W.-L
ehm
bruc
k-M
useu
m
Marientorst
r.
Landgerichts- str.
NET
Z
ZBT
IN-E
ASTZo
o
Mus
eum
Küp
pers
müh
le
Hot
el ib
is b
udge
t am
Inne
nhaf
en
Hot
el D
uisb
urge
r H
of
Web
ster
Bre
wer
y
Innenhafe
n
Auß
enha
fen
Inn
en
ha
fen
Ru
hr
Sch
ifffa
hrts
kana
l
Mot
orw
ay e
xit
Hee
rstr.
Ha
fen
ka
na
l
Uni
vers
ity
ofD
uisb
urg-
Esse
nA
rea
B
Uni
vers
ity
ofD
uisb
urg-
Esse
nA
rea
M
Uni
vers
ity
ofD
uisb
urg-
Esse
nA
rea
L
Pon
twer
t
Werft-str.
WerthauserStr.
Heerstr.
Rudolf-Schock-Str. Rhe
inha
usen
erS
tr.
WanheimerStr.
Kar
l-Jar
res-
Str.
Stei
nsch
e
Gasse
Son
nen-
wall
Pap
ende
lleGoldstr.
Plessings
tr.Kr
emer
str.
Mer
cato
rstr.
Mus-feldstr.
Poststr.
Kuhlen-wall
Sprin
gwall
Kar
dina
l-G
alen
-S
tr. Falkstr.
Pulverweg
Str
esem
anns
tr.
Schwanen-
tor
Hansastr.
Akerfährstr.
Land
ferm
anns
tr.
Neudorfer Str.
NeudorferStr.
Carl-Benz-Str.
Meide
riche
r Str.
Falkstr.
Cit
y-Pa
lais
IN-E
AST
Sch
ool
of A
dvan
ced
Stud
ies
Sta
dt-
thea
ter
Mün
zstr.
Str.
Am Innenhafen
Düs
seld
orf A
irpor
tD
üsse
ldor
f Airp
ort
Lerchenstr.G.-F
reytag-
S
tr.
Hol
tei-
Aktien-
str.
Pappen-
str.
Clauberg- str.
Mainstr.
Ruh
rorte
r Str.
Win
tgen
sstr.
33
100
m
�����
��������
����
����
�����
���
����
�����
����������������
���
����
��
�����
����
���
�����
���
����
��
�� ���
���
���
�������
����
����������
�����������������
����
���
�������
������
����
��������������
�����
����
����
�������
��������
������
������
���
�����
������
� �
����
������
������
����
������
���������
����
����
����
����
�������
�������
����
����
����
������
����
����
����
����
����
������
������
��
����
���
����
����
��
����
�������
��
���
�������
���
����
��������
�����
��
So
nd
erlin
ie
����
����
����
�����
����
����
����
�����
������
���
����
����
���
����
����
�������
������
����
����
�������
����
����
���
����
������
����
����
����
����
���
�����
����
��������
����
����
�
���
����
����
������
��
���
����
����
�����
������
Mülheimer Str.
Carl-Benz-Str.
Loth
arst
r.
Geibelstr.
Gne
isena
ustr.
Fink
enst
r.Fors
thau
sweg Lo
tharstr.
Walr
amsw
eg
Aktienweg
Am
Wal
dess
aum
Holteis
tr.
Stern
busc
hweg
Tram
901
Zo
o/U
ni
901
Sch
wei
zer
Str
.
Bu
s 92
4, 9
26U
ni-
No
rd/L
oth
arst
r.
Bu
s 92
4, 9
33U
niv
ersi
tät
Bu
s 92
6
Bu
s 92
4, 9
33
Bu
s 93
3
Bü
rger
str.
So
nd
erlin
ie
So
nd
erlin
ie
Un
i-N
ord
IN-E
AST
Sch
ool
of A
dvan
ced
Stud
ies
CA
MP
US
DU
ISB
UR
G
Are
as M
, L
����
���
����
������
���
���
������
��������
������ �
����
������
��
�������
������
����
������
����
���������
������
AR
EA
M
AR
EA
L
MG
MM
MA
MB
MC
MF
MD M
E
LT
LR
SG
LGLF
LE
LH
LD
LB
LC
LALK
LM
Men
sa
Ger
hard
-Mer
cato
r-H
aus
Gue
stho
use
inH
aus1
Men
sa
Aud
imax
Frau
nhof
er I
nsti
tute
Bib
lioth
ek
ZB
T
SE
inH
aus2
LS
NE
TZ
LX
TAZ
(u/c
onst
r)
Inner city/Main Station
Mülheim
Motorway exit
Duisburg-Kaiserberg
34
Addresses Conference Emergency Phone No.+49-(0)176 5 22 44 0 44
HotelsGrand City Hotel Duisburger HofOpernplatz 247051 Duisburg DeutschlandTel +49 (0) 203/ 30 07 -0Fax +49 (0) 203/ 30 07 -4 00http://www.grandcity-hotel-duisburger-hof.de/en
IBIS BudgetFalkstrasse 6147058 – DUISBURGGERMANY Tel +49 (0)2033019920 http://www.ibis.com/gb/hotel-2702-ibis-budget-duisburg-city-am-innenhafen-ex-etap-hotel/index.shtml
Conference Venues
NETZ Nano Energy Technic Center Carl-Benz-Str. 19947057 Duisburg
ZBT Fuel Cell Technic Center Carl-Benz-Str. 20147057 Duisburg
Inauguration IN-EAST School of Advanced Studies (inc. 2 Keynotes)MKM Museum Küppersmühle für Moderne KunstInnenhafen DuisburgPhilosophenweg 55D - 47051 Duisburg Tel 0203 30 19 48 -11 http://www.museum-kueppersmuehle.de/en/news/
Welcome ReceptionBrauhaus WebsterDellplatz 1447051 DuisburgTel 0203 23 07 8http://webster-brauhaus.de/startseite.html
Conference Dinner die kokerei - café & restaurant ZollvereinArendahls Wiese Tor 3 Buildung C70, 45141 Essen Tel 0201 830 12 98 http://www.cultural-service.de/kokerei_cafe_restaurant.htm
