Management World is supervised by Development Research Center of The State Council, and sponsored by Development Research Center of The State Council. It aims to reflect the multi-field and multi-disciplinary research on China’s economic and social management issues, and to provide services for China’s economic reform and development. Its scope covers fiscal and financial research, rural economics, macroeconomic management, public management, business management, industrial and regional development. The journal, included in CSSCI and JST, has been in the top list in the field of economic management for many years, and achieved a very high reputation from readers all over the world.
Editor-in-Chief Li Kemu
Deputy Editor-in-Chief Tian Yuan,He Shaohua, Lu Jian, Jiang Dongsheng
Editorial Board Ma Xiaogang, Qiao Renyi, Li Jiping, Li Menggang, Li Peiyu, Zhang Xinmmin, Shen Bainian, Chen Dongsheng, Cheng Quansheng, Zhao Jie,Tuo Zhen
Reverse innovation arising from developing countries has exerted a profound impact on global innovation of multinational corporations. Most of the existing research tends to examine the benefits of reverse innovation from the perspectives of multinational corporations in developed countries, but fails to stress how reverse innovation affects the local citizenship behavior of multinational corporations in developing countries and boosts local economic development. Through the resource dependence theory, this paper probes to the identity effect and competition effect of reverse innovation on the subsidiary power, and uses the survey data of multiple informants from 121 large-sized multinational corporations in China (one company has multiple informants) to test the relationships among the reverse innovation, the subsidiary power and local citizenship behavior of multinational corporations. Finally, it is found in this study that the reverse innovation exerts a significant positive effect on the subsidiary power. The innovation integration of parent and subsidiary companies plays a positive role in moderating the relationship between the reverse innovation and the subsidiary power; the subsidiary power further has a significant positive impact on the local citizenship behavior. Political connections can also play a positive role in moderating the relationship between the two.
Different from general engineering innovation and enterprise innovation, megaproject technology innovation is demand-oriented and “target-locked.” The complete construction and effective operation of the megaproject innovation ecosystem is of great significance for the successful delivery of megaprojects and the value co-creation of innovation entities. This paper defines and decomposes the megaproject innovation ecosystem, reveals the dynamic evolution pattern of the megaproject innovation ecosystem, and discusses the impact mechanism of innovation field on the improvement of innovation capacity. Based on the case study of the Hong Kong-Zhuhai-Macao-Bridge project, this paper analyzes the components and evolution of its innovation ecosystem, and finds that the innovative ecological network has a greater positive effect on the improvement of the innovative capability for participants with a narrow innovative niche width and a low level of innovative ecological potential. Finally, the research contributions and practical implications are discussed, in order to provide theoretical basis for the sustainable competitiveness of megaprojects.
The organizational mode of megaprojects has distinct characteristics of national conditions, institutions and cultural contexts. In the past 40 years, the great achievements of China’s megaprojects have benefited from the scientific design of megaproject organizational mode, the core idea of which is to give full play to and release the institutional advantages of China’s socialism, integrate comprehensive resources and mobilize resources for major undertakings. Based on this core idea, this paper starts from the institutional context of the government-market dual effect: (1) analyzing the meaning of megaproject organizational mode in China and putting forward the corresponding theoretical analysis framework; (2) reviewing the long-term institutional change, dual effect mechanism and evolutionary process of megaproject organizational mode in China; (3) analyzing the formation mechanism, organizational configuration and whole life cycle process evolution of megaproject organizational mode in China; and (4) putting forward four development suggestions for the innovation of megaproject organizational mode in China facing new contexts.
Since the 18th National Congress of the Communist Party of China, the reform for the mixed ownership of state-owned enterprises has entered the pilot and accelerated implementation stage. However, the existing theoretical research on the mixed reform of state-owned enterprises still lags behind the development of practice. The empirical research can help to develop the relevant theory. In this paper, the representative of the mixed reform of the central enterprise - China Merchants Group is selected as a case study to analyze and summarize the experience in the mixed reform and corporate governance of mixed ownership enterprises, with a view to providing reference for future mixed reform. It is found in this study that the type and timing of non-public shareholders introduced under the mixed reform have a greater impact on the corporate performance and corporate governance, and that the employee stock ownership plays a limited role in improving the corporate governance, with employee stock trap. Whether state-owned shares are in a controlling position and whether they are in an absolute controlling position or a relative controlling position is not the criterion and the key to determine they are in absolute controlling or relative controlling position in terms of corporate governance. In a sense, the control capability of state-owned majority shareholders is featured with control rigidity. In addition, whether state-owned holding mode or state-owned shareholding mode generates a better performance, there is no necessary connection or absolute difference between the two. The state-owned holding governance mode does not necessarily lead to inefficiency, to which the key lies in that the market can be ensured to really play a decisive role in the process of resource allocation.
The research of fundamental theories of mega infrastructure construction management has been acknowledged as an original frontier research topic in the scope of international construction management. In recent years, Chinese scholars have participated in the independent and original research of this theoretical problem, which is of great academic significance. It reflects the important transformation of Chinese construction management scholars from repeating narration to subsequent narration in their academic careers. Chinese scholars refined out an integrated academic theoretic chain composed by key concepts, basic principles, fundamental scientific issues and new methodological system, and pioneered academic innovation on the fundamental theoretical system and discourse system of mega infrastructure construction management.
In view of the deficiencies of the existing research on corporate social responsibility of platform enterprises, then from the three levels of social responsibility as an independent operation subject, social responsibility as a commercial operation platform and social responsibility as a social resource allocation platform of platform enterprises, the content boundaries of social responsibility of platform enterprises are systematically defined in combination with the three levels of bottom line requirement, reasonable expectation and contribution advantage. On this basis, this paper makes an in-depth study of the traditional paradigms of social responsibility governance, such as point-to-point atomic social responsibility governance, conductive linear social responsibility governance and linkage cluster social responsibility governance, and finds that they are prone to governance dislocation and failure in the scenario of the platform. Furthermore, this paper puts forward a new paradigm of ecological governance of social responsibility which fits the platform scenario, and points out that its essence is an endogenous, holistic and sustainable whole-process governance paradigm, and the core of this paradigm is hierarchical governance and cross-level governance, panoramic governance of individuals, situations and systems, and cross-niche mutual governance and network co-governance. Finally, the realization mechanism of ecological governance of social responsibility of platform enterprises includes six self-organizing mechanisms of social responsibility in the main niche and two co-acting mechanisms of responsibility expansion between the extended niche and the major niche.
The fundamental issue of enterprises’ decisions in human resource management lies in solving the practical issue of determining “who gets on and who gets off” in talent deployment. Using the method of exploratory case study, this article aims at exploring the logic and process of clear workforce differentiation for enterprises based on long-term tracking of and research on M Corporation and its branches and subsidiaries. The research has discovered that (1) the value of 360-degree appraisal of the workforce has been greatly underestimated as it is far more effective than personal decisions of the supervisors in identifying good and bad managerial staff. (2) Round table conference is the best way of practicing talent decisions. On such basis, this article has combined 360-degree appraisal with the talent decision mode of round table conference and propose an innovative “361 talent differentiation system.”
