JPM on China

@article{jiang_murmann_2022,

title = {Functional Knowledge versus Strategic Knowledge: What Type of Knowledge Matters Most for the Long-Term Performance of Startups},

author = {Hong Jiang and Johann Peter Murmann},

doi = {10.1017/mor.2021.77},

year  = {2023},

date = {2023-03-01},

urldate = {2023-03-01},

journal = {Management and Organization Review},

volume = {19},

number = {3},

pages = {417-461},

publisher = {Cambridge University Press},

abstract = {Past studies have shown that the flow of knowledge from incumbent firms is associated with the creation of startups and their subsequent performance. While much research has focused on the mechanisms of how incumbent-to-startup knowledge transfer takes place, such as entrepreneurs pursuing opportunities that their previous employers do not want to pursue, we explore with detailed qualitative analysis of six private startups in the Chinese synthetic-dye industry what type of knowledge actually flows and what type is more important for the long-term success of startups. We discover eight types of knowledge that flow from incumbents to new firms during the foundation of startups. Abstracting these eight types of knowledge into two general categories of functional knowledge and strategic knowledge, we find the reception of strategic (not functional) knowledge shapes the long-term competitiveness of surviving startups. Receiving technical knowledge – one type of functional knowledge – during the founding period is necessary for startups’ short-term survival but insufficient for long-term success. Our findings show that the performance implications of initial knowledge flows from incumbents hinge on the type of knowledge, contributing to a more explicit explanation of how incumbent-to-startup knowledge flows affect entrepreneurial performance.},

keywords = {China, Dye Industry, Innovation},

pubstate = {published},

tppubtype = {article}

}

@article{10.1093/icc/dtr070,

title = {Regional institutions, ownership transformation, and migration of industrial leadership in China: the case of the Chinese synthetic dye industry, 1978–2008},

author = {Hong Jiang and Johann Peter Murmann},

url = {https://doi.org/10.1093/icc/dtr070},

doi = {10.1093/icc/dtr070},

issn = {0960-6491},

year  = {2011},

date = {2011-01-01},

urldate = {2011-01-01},

journal = {Industrial and Corporate Change},

volume = {21},

number = {4},

pages = {933-970},

abstract = {Scholars have emphasized the gradual ownership transformation of enterprises as a key driver of the Chinese economy's unprecedented growth. However, little work has been done on the issue of whether this transformation process takes place evenly across the various regions in China. This article describes the important role of regional institutions in shaping the ownership-based competitiveness of local enterprises and the migration of industries across regions. In the case of the Chinese synthetic dye industry, the passing of leadership from state-owned enterprises (SOEs) to collectively owned enterprises (COEs) and then to private enterprises (PEs) was accompanied by a concurrent leadership migration from one region to another. The article contends that this simultaneous occurrence was not accidental. Four institutional constraints—the degree of central supervision, the local labor arrangements, the local social welfare provision, and the degree of ambiguity in property rights—retarded the rise of new ownership forms in the previously dominant regions. This gave other regions the opening to take over leadership positions by providing a more favorable institutional context for new ownership forms. These findings are likely to apply to all of the Chinese manufacturing industries that existed prior to 1978 and that subsequently did not experience significant technological changes and were not highly protected by the government.},

keywords = {COEs, Corporate Forms, Dye Industry, Evolutionary Theory, Private Enterprise, Regional Advantage, SOEs},

pubstate = {published},

tppubtype = {article}

}