INTERNATIONAL JOURNAL OF BUSINESS STUDIES
VOL 15, NO1, JUNE 2007: pages 1 of 13
A STAKEHOLDER VIEW OF STRATEGIC MANAGEMENT IN CHINESE FIRMS
Dr Xueli Huang1 Dr Scott Gardner2 Despite the fact that China has emerged as a driving force of the world economy over the last decade, little research has been undertaken into how Chinese firms strategically manage their businesses. This paper develops a theoretical framework of strategic management in the Chinese firms through reviewing and synthesising five strategic perspectives that are relevant to the Chinese context: the Industry Structure View (ISV), Resources-Based View (RBV), Institutional View (IV), Relational View (RV), and Stakeholder View (SHV). We elaborate the relevance of the SHV in the Chinese context and its relationships with other strategic perspectives. Finally, we offer several managerial and research implications based on the theoretical framework developed. Key Words: strategic management, Chinese firms, stakeholder perspective I. INTRODUCTION
One of the most significant developments in the global economy is the re-emergence of China as a major driving force of the world economy. Since the implementation of the open-door, market-oriented policies in 1979, China has quadrupled its GDP and sustained a significant average growth rate of over 9 per cent. The foreign direct investment (FDI) in China in 2004 amounted to US$ 60 billions, making China the biggest FDI destination country over three consecutive years from 2002. Chinese organisations now compete fiercely in domestic markets, and the international trade arena, with the value of China’s international trade accounting for over 70 percent of its GDP in 2004. The Chinese have also expanded their business operations to other countries as illustrated by the recent examples such as the Levono, China’s largest Personal Computer (PC) manufacturing company, acquiring IBM’s PC division, and the unsuccessful bid of China National Offshore Oil Corporation (CNOOC), China’s third largest oil company, for Unocal, the ninth largest oil company in the USA. Despite the important role played by the Chinese economy in general, and Chinese firms in particular, in the global economy, China has been considered as one of the most underresearched regions in the world (Tsui, Schoonhoven, Meyer, Lau, & Milkovich, 2004). Although interest from executives, academics and media on Chinese business matters has
Dr Xueli Huang is Senior Lecturer at the School of Management, Edith Cowan University. Email: email@example.com 2 Dr Scott Gardner is Associate Professor at Murdoch University. Email: firstname.lastname@example.org
A stakeholder view of strategic management in Chinese firms
increased dramatically over the past several years, little research effort has been devoted to studying the strategic management of Chinese organisations. This paper investigates strategic management in Chinese organisations. In doing so, an attempt is made to integrate the current literature on strategic management, focusing on the two dominant perspectives of the past twenty years: the Industry Structure View (ISV) (Porter, 1979) and the Resource Based View (RBV) (Barney, 1997; Prahalad & Hamel, 1990; Wernerfelt, 1984). It also examines Post, Preston and Sachs’ (2002) conceptual schema of complementary perspectives for strategic analysis of 21st century corporate environments - the Stakeholder View (SHV). In attempting to make sense of increased strategic complexity and the central role of networks of human relationships in shaping economic activity in Eastern (notably Chinese) and Western markets, our analysis will call upon the ISV, RBV and SHV with additional reference to other contemporary strategic perspectives including the Relational View (RV)(Dyer & Singh, 1998), and the Institution-Based View (IBV) (Peng, 2002). By focusing these lenses on how business is conducted in the cultural context and commercial environment of China,...
References: Ahlstrorm, D., & Bruton, G. D. (2001). Learning from successful local private firms in China: Establishing legitimacy. The Academy of Management Executive, 15(4), 72-83. Argyris, C., & Schon, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley. Barney, J. (1986). Organizational culture: can it be a source of sustained competitive advantage? Journal of Academy of Management Review, 11(3), 656-665. Barney, J. B. (1991). Firm resources and sustained competitive advantages. Journal of Management, 7, 49-64. Barney, J. B. (1997). Gaining and sustaining competitive advantage. Sydney: AddisonWesley Publishing Company. Davis, L., & North, D. (1970). Institutional change and American economic growth. Cambridge: Cambridge University Press. Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: concepts, evidence, and implications. Academy of Management Review, 20(1), 65-91. Dyer, J. H., & Singh, H. (1998). The relational view: cooperative strategy and sources of interorganizational competitive advantage. The Academy of Management Review, 23(4), 660-679. Eden, C., & Ackermann, F. (1998). Making strategy. London: SAGE Publications. Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman. Huang, X., Schroder, B., & Steffens, P. (1999). The Chinese Steel Industry in Transition: Industry Perspective on Innovation Policy. R&D Management, 29(1), 17-25. Johnson, G., Scholes, K., & Whittington, R. (2005). Exploring corporate strategy (7th ed.). Sydney: Prentice Hall.
A stakeholder view of strategic management in Chinese firms
Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston: Harvard Business School Press. Laszlo, C. (2003). The sustainable company: How to create lasting value through social and environmental performance. Washington: Island press. Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy Safari. Sydney: Prentice Hall. Nahapiet, J., & Ghoshal, S. (1998). Social Capital, Intellectual Capital, and the Organizational Advantage. The Academy of Management Review, 23(2), 242-246. Neuman, W. L. (2003). Social Research Methods: Qualitative and Quantitative Approaches (5th ed.). Sydney: Allyn and Bacon. North, D. C. (1990). Institutions, institutional change and economic performance. Melbourne: Cambridge University Press. Peng, M. W. (2002). Towards an institution-based view of business strategy. Asia Pacific Journal of Management, 19(2,3), 251. Peng, M. W. (2005). Perspectives - From China to global strategy. Asia Pacific Journal of Management, 22, 123-141. Pfeffer, J., & Salancik, G. R. (1978). The External Control of Organisations: A Resource Dependence Perspective. New York: Harper & Row, Publishers. Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137. Post, J. E., Preston, L. E., & Sachs, S. (2002a). Managing the extended enterprise: the new stakeholder view. California Management Review, 45(1), 6-28. Post, J. E., Preston, L. E., & Sachs, S. (2002b). Redefiningg the corporation. Stanford, California: Stanford University Press. Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review(May-June), 79-91. Priem, R. L. & Butler, J. E. (2001) Is the resource-based "view" a useful perspective for strategic management research? Academy of Management. The Academy of Management Review, 26 (1), 22-40. Rumelt, R. P. (1984). Toward a strategic theory of a firm. In R. Lamb (Ed.), Competitive Strategy Management (pp. 556-570). Upper Saddle River, NJ: Prentice Hall.
International Journal of Business Studies
Rumelt, R. P., Schendel, D. E., & Teece, D. J. (1994). Fundamental issues in strategy. In R. P. Rumelt, D. E. Schendel & D. J. Teece (Eds.), Fundamental issues in strategy: A research agenda (pp. 9-47). Boston: Harvard Business School Press. Scott, W. R. (1995). Institutions and organizations. Thousand Oaks: Sage publications. Sirgy, M. J. (2002). Measuring corporate performance by building on the stakeholders model of ethics. Journal of Business Ethics, 35, 143-162. Stacey, R. D. (2003). Strategic management and organisational dynamics (4th ed.). Sydney: Prentice Hall. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. Tsui, A. S., Schoonhoven, C. B., Meyer, M. W., Lau, C.-M., & Milkovich, G. T. (2004). Organization and Management in the midst of societal transformation: The People ' s Republic of China. Organization Science, 15(2), 133-144. Vogel, D. J. (2005). Is their a market for virtue?: A business case for social responsibility. California Management Review, 47(4), 19-35. Wernerfelt, B. (1984). A resource -based view of the firm. Strategic Management Journal, 5, 171-180. Williamson, O. E. (1991). Strategizing, economizing, and economic organization. Strategic Management Journal, 12(Special issue), 75-94
Please join StudyMode to read the full document