Developing international organizational change theory using cases from China

Human Relations

Volumn 62, Issue 4, 2009, Pages 459-499

  Hempel, Paul S ^a,b   Martinsons, Maris G ^b,c  

^a RUTGERS UNIVERSITY   (United States)

^b CITY UNIVERSITY OF HONG KONG   (Hong Kong)

^c Pacific Rim Institute for the Studies of Management   (Hong Kong)

Author keywords

Case studies; Chinese management; Comparative management; Institutional theory; Organizational change

Indexed keywords

EID: 62949104556     PISSN: 00187267     EISSN: 1741282X     Source Type: Journal    
DOI: 10.1177/0018726708101980     Document Type: Article

References (87)

1. Ahlstrom, D. & Bruton, G.D. Learning from successful local private firms in China: Establishing legitimacy. Academy of Management Executive, 2001, 15, 72-83.
2. Amis, J., Slack, T. & Hinings, C.R. Values and organizational change. Journal of Applied Behavioral Science, 2002, 38, 436-65.
3. Antila, E.M. The role of HR managers in international mergers and acquisitions: A multiple case study. International Journal of Human Resource Management, 2006, 17, 999-1020.
4. Armenakis, A.A. & Bedeian, A.G. Organizational change: A review of theory and research in the 1990s. Journal of Management, 1999, 25, 293-315.
5. Armenakis, A.A., Harris, S. & Field, H. Paradigms in organizational change: Change agent and change target perspectives. In R. Golembiewski (Ed.), Handbook of organizational behavior. New York: Marcel Dekker, 1999, pp. 631-58.
6. Bandura, A. Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall, 1986.
7. Barringer, M.A. & Milkovich, G.T. A theoretical exploration of the adoption and design of flexible benefit programs: A case of human resource innovation. Academy of Management Review, 1998, 23, 305-24.
8. Boisot, M. & Child, J. From fiefs to clans and network capitalism: Explaining China's emerging economic order. Administrative Science Quarterly, 1996, 41, 600-28.
9. Boisot, M. & Child, J. Organizations as adaptive systems in complex environments: The case of China. Organization Science, 1999, 10, 237-52.
10. Brouthers, K.D. & Bamossy, G.J. Post-formation processes in Eastern and Western European joint ventures. Journal of Management Studies, 2006, 43, 203-29.
11. Buchanan, D.A. The limitations and opportunities of business process re-engineering in a politicized organizational climate. Human Relations, 1997, 50, 51-72.
12. Burke, W.W. & Litwin, G. A causal model of organizational performance and change. Journal of Management, 1992, 18, 523-45.
13. Burrows, G.R., Drummond, D.L. & Martinsons, M.G. Knowledge management in China. Communications of the ACM, 2005, 48, 73-6.
14. Child, J. Theorizing about organization cross-nationally. Advances in International Comparative Management, 2000, 13, 27-75.
15. Child, J. & Tse, D.K. China's transition and its implications for international business. Journal of International Business Studies, 2001, 32, 5-21.
16. Choi, C.J. Samsung: Re-engineering Korean style. Long Range Planning, 1995, 28, 74-80.
17. Choi, T.Y. Conceptualizing continuous improvement: Implications for organizational change. Omega, 1995, 23, 607-24.
18. Cooper, R. & Markus, M.L. Human reengineering. Sloan Management Review, 1995, 36, 39-50.
19. Damanpour, F. Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 1991, 34, 555-90.
20. Davenport, T.H. Process innovation: Reengineering work through information technology. Boston, MA: Harvard Business School Press, 1993 a.
21. Davenport, T.H. Need radical innovation and continuous improvement? Integrate process reengineering and TQM. Planning Review, 1993 b, 21, 6-12.
22. Davison, R.M. & Martinsons, M.G. Empowerment or enslavement: A case of process based organisational change in Hong Kong. Information Technology & People, 2002, 15, 42-59.
23. Davison, R.M. & Vogel, D.R. Group support systems in Hong Kong: An action research project. Information Systems Journal, 2000, 10, 3-20.
24. Detert, J.R., Schroeder, R.G. & Mauriel, J.J. A framework for linking culture and improvement initiatives in organizations. Academy of Management Review, 2000, 25, 850-63.
25. DiBella, A.J. Culture and planned change in an international organization: A multi-level predicament. International Journal of Organizational Analysis, 1996, 4, 352-72.
26. Eisenhardt, K. Building theories from case study research. Academy of Management Review, 1989, 14, 488-511.
27. Fox-Wolfgramm, S.J., Boal, K.B. & Hunt, J.G. Organizational adaptation to institutional change: A comparative study of first-order change in prospector and defender banks. Administrative Science Quarterly, 1998, 43, 87-126.
28. Galpin, T. The human side of change: A practical guide to organization redesign. San Francisco, CA: Jossey-Bass, 1996.
29. Glaser, B.G. & Strauss, A.L. The discovery of grounded theory: Strategies for qualitative research. London: Weidenfeld and Nicholson, 1967.
30. Goodman, P.S. & Dean, J.W. Jr. Creating long-term organization change. In P.S. Goodman and Associates (Eds), Change in organizations. San Francisco, CA: Jossey-Bass, 1982, pp. 226-79.
31. Greiner, L.E. Evolution and revolution as organizations grow. Harvard Business Review, 1972, 50, 37-46.
32. Grint, K. Reengineering history: Social resonances and business process reengineering. Organization, 1994, 1, 182-201.
33. Hammer, M. Reengineering work: Don't automate, obliterate. Harvard Business Review, 1990, 68, 104-12.
34. Hammer, M. & Champy, J.A. Reengineering the corporation: A manifesto for business revolution. New York: HarperCollins, 1993.
35. Haveman, H. Between a rock and a hard place: Organizational change and performance under conditions of fundamental environmental transformation. Administrative Science Quarterly, 1992, 37, 48-75.
36. Hempel, P.S. & Kwong, Y.K. B2B e-Commerce in emerging economies: i-Metal.com's nonferrous metals exchange in China. Journal of Strategic Information Systems, 2001, 10, 335-55.
37. Hofstede, G. Culture's consequences: International differences in work-related values. London: SAGE, 1980.
38. Hofstede, G. & Bond, M.H. The Confucian connection: From cultural roots to economic growth. Organizational Dynamics, 1988, 16, 4-21.
39. Hofstede, G., van Deusen, C.A., Mueller, C.B., Charles, T.A. & The Business Goals Network. What goals do business leaders pursue? A study in fifteen countries. Journal of International Business Studies, 2002, 33, 785-803.
40. House, R.J. Management development. Ann Arbor: University of Michigan, 1967.
41. Huy, N.Q. Time, temporal capability, and planned change. Academy of Management Review, 2001, 26, 601-23.
42. Jaeger, A.M. Organization development and national culture: Where's the fit ? Academy of Management Review, 1986, 11, 178-90.
43. Jarrar, Y.F. & Aspinwall, E.M. Business process re-engineering: Learning from organizational experience. Total Quality Management, 1999, 10, 173-86.
44. Jones, M. Globalization and organizational restructuring: A strategic perspective. Thunderbird International Business Review, 2002, 44, 325-51.
45. Kock, N.F. Jr & McQueen, R.J. Is re-engineering possible in the public sector: A Brazilian case study. Business Change and Re-engineering, 1996, 3, 3-12.
46. Lau, C.M. A culture-based perspective of organization development implementation. Research in Organizational Change and Development, 1996, 9, 49-79.
47. Lau, C.M. & Ngo, H.Y. Organization development and firm performance: A comparison of multinational and local firms. Journal of International Business Studies, 2001, 32, 95-114.
48. Lau, C.M., Tse, D.K. & Zhou, N. Institutional forces and organizational culture in China: Effects on change schemas, firm commitment and job satisfaction. Journal of International Business Studies, 2002, 33, 533-50.
49. Lee, T. Using qualitative methods in organizational research. Thousand Oaks, CA: SAGE, 1999.
50. Lewin, K. Frontiers in group dynamics. Human Relations, 1947, 1, 5-41.
51. Li, S.M., Li, S.H. & Zhang, W.Y. The road to capitalism: Competition and institutional change in China. Journal of Comparative Economics, 2000, 28, 269-92.
52. Li, S.M., Park, S.H. & Li, S.H. The great leap forward: The transition from relation-based governance to rule-based governance. Organizational Dynamics, 2004, 33, 63-78.
53. Li, P.P. Toward an integrated theory of multinational evolution: The evidence of Chinese multinational enterprises as latecomers. Journal of International Management, 2007, 13, 296-318.
54. Martinsons, M.G. Radical process innovation using information technology: The theory, the practice and the future of reengineering. International Journal of Information Management, 1995, 15, 253-69.
55. Martinsons, M.G. Management in China after two decades of an Open Door Policy. Journal of Applied Management Studies, 2000, 8, 119-27.
56. Martinsons, M.G. Electronic commerce in China: Emerging success stories. Information & Management, 2002, 39, 571-9.
57. Martinsons, M.G. Relationship-based e-commerce: Theory and evidence from China. Information Systems Journal, 2008, 18, 331-56.
58. Martinsons, M.G. & Hempel, P.S. Chinese management systems: Historical and cross-cultural perspectives. Journal of Management Systems, 1995, 7, 1-11.
59. Martinsons, M.G. & Westwood, R.I. Management information systems in the Chinese business culture: An explanatory theory. Information & Management, 1997, 32, 215-28.
60. Miles, M.B. & Huberman, A.M. Qualitative data analysis: An expanded sourcebook. Thousand Oaks, CA: SAGE, 1994.
61. Miller, C.C., Cardinal, L.B. & Glick, W.B. Retrospective reports in organizational research: A reexamination of recent evidence. Academy of Management Journal, 1997, 12, 133-43.
62. Napier, N.K., Schweiger, D.M. & Kosglow, J.J. Managing organizational diversity: Observations from cross-border acquisitions. Human Resource Management, 1993, 32, 505-23.
63. Peng, M.W. Institutional transitions and strategic choices. Academy of Management Review, 2003, 28, 275-96.
64. Peng, M.W. & Luo, Y. Managerial ties and firm performance in a transition economy: The nature of a micro-macro link. Academy of Management Journal, 2000, 43, 486-501.
65. Peng, M.K. & Tan, J.J. Toward alliance postsocialism: Business strategies in a transitional economy. Journal of Applied Management Studies, 1998, 7, 145-8.
66. Peppard, J. & Fitzgerald, D. The transfer of culturally-grounded management techniques: The case of business reengineering in Germany. European Management Journal, 1997, 15, 446-60.
67. Pettigrew, A.M. Longitudinal field research on change: Theory and practice. Organization Science, 1990, 1, 267-91.
68. Pettigrew, A.M., Woodman, R.W. & Cameron, K.S. Studying organizational change and development: Challenges for future research. Academy of Management Journal, 2001, 44, 597-713.
69. Podsakoff, P.M., MacKenzie, S.B., Lee. J.-Y. & Podsakoff, N.P. Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 2003, 88, 879-903.
70. Poole, M.S., Van de Ven, A.H., Dooley, K. & Holmes, M.E. Organizational change and innovation processes. New York: Oxford University Press, 2000.
71. Porras, J.I. & Robertson, P.J. Organizational development: Theory, practice, and research. In M.D. Dunnette & L.M. Hough (Eds), Handbook of industrial and organizational psychology, 2 nd edn, Vol. 3. Palo Alto, CA: Consulting Psychologists Press, 1990.
72. Porter, M.E. Competitive strategy: Techniques for analyzing industries and competitors. New York: Free Press, 1980.
73. Rokeach, M. Beliefs, attitudes, and values. San Francisco, CA: Jossey-Bass, 1968.
74. Ross, S.A. The economic theory of agency: The principal's problem. American Economic Review, 1973, 63, 135-9.
75. Strauss, A.L. & Corbin, J. Basics of qualitative research: Grounded theory procedures and techniques. Newbury Park, CA: SAGE, 1990.
76. Sun, J. Organization development and change in Chinese state-owned enterprises: A human resource perspective. Leadership & Organizational Development Journal, 2000, 21, 379-89.
77. Tannenbaum, R. & Davis, S.A. Values, man and organizations. Industrial Management Review, 1969, 10, 67-83.
78. Taplin, I.M. Strategic change and organizational restructuring: How managers negotiate change initiatives. Journal of International Management, 2006, 12, 284-301.
79. Tsang, E. Resistance to restructuring in Sino-joint ventures: Towards a preliminary model. Journal of Organizational Change Management, 2003, 16, 205-22.
80. Van de Ven, A.H. & Huber, G.P. Introduction to longitudinal field research methods: Studying processes of organizational change. London: SAGE, 1995.
81. Van de Ven, A.H. & Poole, M.S. Explaining development and change in organizations. Academy of Management Review, 1995, 20, 510-40.
82. Williamson, O.E. The economics of organization: The transaction cost approach. American Journal of Sociology, 1981, 87, 548-77.
83. Woodman, R.W. Organizational change and development: New arenas for inquiry and action. Journal of Management, 1989, 15, 211-27.
84. Xin, K.R. & Pearce, J.L. Guanxi: Connections as substitutes for formal institutional support. Academy of Management Journal, 1996, 39, 1641-58.
85. Yan, A. & Gray, B. Bargaining power, management control, and performance in United States-China joint ventures. Academy of Management Journal, 1994, 37, 1478-517.
86. Yin, R. Case study research: Design and methods. Beverly Hills, CA: SAGE, 1994.
87. Zhou, K.Z., Tse, D.K. & Li, J.J. Organizational changes in emerging economics: Drivers and consequences. Journal of International Business Studies, 2006, 37, 248-63.