Government, business groups, and corporate entrepreneurial intensity during institutional transition.

With archival and perceptual survey data from 992 member firms of the largest 250 business groups in the transition economy of China, it is found that formal institutions in various forms of government influence exert different impacts on corporate entrepreneurial intensity. Institutional legacy effects in the form of government's administrative and ownership heritage have a hindering effect, while reform policy has an enhancing effect, on firms' corporate entrepreneurial intensity. As for informal institutions, cultural, strategic, and financial controls are positively related to corporate entrepreneurial intensity of group member firms. This confirms the importance of business groups as an informal void-filling institution in the transition economies. These findings enriched our understanding on the relationship between institutions and strategy during institutional transition, governance in business group, and wealth-creating entrepreneurial growth in transition economies.This dissertation aims to study the relationship between the transitioning formal and informal institutions and firm strategy during institutional transition. The central premise is that during the period when pre-existing institutions have not been fully abolished and new institutions take time to come into place, both pre-existing and emerging institutions exert different influences on the economic growth of a country via their effects on firm's corporate entrepreneurial intensity. To empirically examine this theoretical premise, this dissertation examines how government influence (as a formal institution) and the control mechanisms of business groups (as an informal institution) simultaneously influence the wealth-creating corporate entrepreneurial strategy of member firms in a business group in a transition economy

Business intelligence systems and operational capability: an empirical analysis of high-tech sectors

202105 bchyAccepted ManuscriptRGC155009/15BPublishe

Enhancing the Financial Returns of R&D Investments through Operations Management

Although much research has been carried out to examine various contextual issues and moderating factors for successful R&D investments, very little research has been conducted to explore the role of a firm’s operational and process characteristics. In this study, we explore how firms could possibly enhance the financial returns of R&D investments through quality management, using Six Sigma implementation as an example, and efficiency improvement, using the stochastic frontier estimation of relative efficiency as a proxy. Based on data from 468 manufacturing firms in the U.S. over the period 2007-2014, we construct a dynamic panel data model to capture the effects of R&D investments on firms’ financial returns in terms of Tobin’s q. Using the system generalized method of moments estimator, our results indicate that the financial returns of R&D investments are significantly enhanced when firms adopt Six Sigma and improve efficiency in operations. Our additional analyses further suggest that such an enhancement effect through quality and efficiency improvements is more pronounced under high operational complexity as approximated by labor intensity and geographical diversity. Instead of considering innovation activities and process management as contradictory functions, we show that quality and efficiency improvements indeed support firms’ R&D investments, leading to higher financial returns

The use of functional performance tests and simple anthropomorphic measures to screen for comorbidity in primary care

This is an accepted manuscript of an article published by Wiley in International Journal of Older People Nursing on 07/07/2020, available online: https://onlinelibrary.wiley.com/doi/abs/10.1111/opn.12333 The accepted version of the publication may differ from the final published version.Background Many older adults are unaware that they have comorbid diseases. Increased adiposity and reduced muscle mass are identified as key contributors to many chronic diseases in older adults. Understanding the role they play in the development of comorbidities in older populations is of prime importance. Objectives To identify the optimal body shape associated with three common functional performance tests and to determine which anthropometric and functional performance test best explains comorbidity in a sample of older adults in Hong Kong. Methods A total of 432 older adults participated in this cross‐sectional study. Researchers assessed their body height, body mass index, waist circumference, waist‐to‐hip ratio, handgrip strength (kg), functional reach (cm) and results in the timed‐up‐and‐go (TUG) test (seconds). The Charlson Comorbidity Index was used to assess comorbidity. Results Allometric modelling indicated that the optimal body shape associated with all functional performance tests would have required the participants to be taller and leaner. The only variable that predicted comorbidity was the TUG test. The inclusion of body size/shape variables did not improve the prediction model. Conclusion Performance in the TUG test alone was found to be capable of identifying participants at risk of developing comorbidities. The TUG test has potential as a screening tool for the early detection of chronic diseases in older adults. Implications for Practice Many older people are unaware of their own co‐existing illnesses when they consult physicians for a medical condition. TUG can be a quick and useful screening measure to alert nurses in primary care to the need to proceed with more detailed assessments. It is an especially useful screening measure in settings with high patient volumes and fiscal constraints. TUG is low cost and easy to learn and is therefore also relevant for nurses and health workers in low‐resource, low‐income countries.School of Nursing, The Hong Kong Polytechnic UniversityPublished onlin

Theory and research in strategic management: Swings of a pendulum

The development of the field of strategic management within the last two decades has been dramatic. While its roots have been in a more applied area, often referred to as business policy, the current field of strategic management is strongly theory based, with substantial empirical research, and is eclectic in nature. This review of the development of the field and its current position examines the field’s early development and the primary theoretical and methodological bases through its history. Early developments include Chandler’s (1962) Strategy and Structure and Ansoff’s (1965) Corporate Strategy. These early works took on a contingency perspective (fit between strategy and structure) and a resource-based framework emphasizing internal strengths and weaknesses. Perhaps, one of the more significant contributions to the development of strategic management came from industrial organization (IO) economics, specifically the work of Michael Porter. The structure-conduct-performance framework and the notion of strategic groups, as well as providing a foundation for research on competitive dynamics, are flourishing currently. The IO paradigm also brought econometric tools to the research on strategic management. Building on the IO economics framework, the organizational economics perspective contributed transaction costs economics and agency theory to strategic management. More recent theoretical contributions focus on the resource-based view of the firm. While it has its roots in Edith Penrose’s work in the late 1950s, the resource-based view was largely introduced to the field of strategic management in the 1980s and became a dominant framework in the 1990s. Based on the resource-based view or developing concurrently were research on strategic leadership, strategic decision theory (process research) and knowledge-based view of the firm. The research methodologies are becoming increasingly sophisticated and now frequently combine both quantitative and qualitative approaches and unique and new statistical tools. Finally, this review examines the future directions, both in terms of theory and methodologies, as the study of strategic management evolves.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline