Can supervise: YES
- International business and strategy
- The role of top managers in internationalization decision-making
- Internationalization and innovation strategy of emerging markets firms
- Corporate social responsibility strategy of emerging markets firms
- Organizational learning theory; The behavioural theory of the firm; Institution theory
- International Business Capstone
- Transnational Management
- Strategic Management
Guo, B, Pang, X & Li, W 2018, 'The role of top management team diversity in shaping the performance of business model innovation: a threshold effect', Technology Analysis and Strategic Management, vol. 30, no. 2, pp. 241-253.View/Download from: UTS OPUS or Publisher's site
Lu, JW, Li, W, Wu, A & Huang, X 2018, 'Political hazards and entry modes of Chinese investments in Africa', Asia Pacific Journal of Management, vol. 35, no. 1, pp. 39-61.View/Download from: UTS OPUS or Publisher's site
Xu, G, Guo, B, Li, W & Wang, X 2018, 'Foreign sequential entry mode choice: A structural inertia perspective and evidence from Chinese firms', BALTIC JOURNAL OF MANAGEMENT, vol. 13, no. 4, pp. 544-563.View/Download from: UTS OPUS or Publisher's site
Guo, B, Xu, G & Li, W 2017, 'Seeking legitimacy: Chinese OFDI and domestic isomorphic pressures', Asian Business and Management, vol. 16, no. 1-2, pp. 1-24.View/Download from: UTS OPUS or Publisher's site
© 2017 Macmillan Publishers Ltd. Drawing on institutional theory, we argue that the likelihood of a Chinese firm adopting an isomorphic strategy in outward foreign direct investment (OFDI) depends on the influence of external isomorphic pressures-specifically, domestic regional and domestic industrial isomorphic pressures-and the firm's internal legitimacy-seeking motivation. Quantitative analysis of a sample of 107 Chinese listed firms and their OFDI projects in the 2008-2012 period offers supportive evidence for our arguments. Our study offers further insights into Chinese MNEs by providing a better understanding of the impact of China's regional and industrial diversity on their OFDI.
Li, W, Guo, B & Xu, G 2017, 'How do linking, leveraging and learning capabilities influence the entry mode choice for multinational firms from emerging markets?', Baltic Journal of Management, vol. 12, no. 2, pp. 171-193.View/Download from: UTS OPUS or Publisher's site
© 2017, © Emerald Publishing Limited. Purpose: Based on the linkage-leverage-learning (LLL) framework developed by Mathews (2006), the purpose of this paper is to examine how linking, leveraging and learning capabilities influence the choice of foreign-entry mode, and the way such influences are contingent on context factors in the emerging markets. Design/methodology/approach: Contrary to a prior literature applying the LLL framework, which mainly used case studies, this paper adopts a quantitative approach and is based on a sample of 321 Chinese listed companies to test the hypotheses. Findings: The results show that multinational firms from emerging markets (EMFs) with stronger LLL capabilities are more likely to choose the wholly owned mode in foreign entries. In addition, the relationship between linking capability and wholly owned entry mode choice is weaker at higher levels of cultural distance between home and host country. At the same time, the relationship between learning capability and wholly owned entry mode choice is weaker at higher levels of cultural distance between home and host country, and of institutional distance between prior entries and the focal entry. Research limitations/implications: An entry mode strategy for firms without ownership advantages and the identification of boundary conditions for applying different LLL capabilities are recommended. The generalizability of the findings from a single-country setting still needs further validation with other emerging economies. Originality/value: This paper treats internationalization of firms from emerging countries with a different perspective. The underlying idea in this study is that internationalization is not only a process for EMFs to utilize externally accessible assets abroad, but also a process of simultaneously combining internationalization with experiential learning and capability utilization in overseas markets. In addition, the authors also contribute to the literature by prov...
Li, W, Guo, B & Xu, G 2017, 'Making the next move: When does the newness of experience matter in overseas sequential entries of multinational companies?', International Business Review, vol. 26, no. 5, pp. 908-926.View/Download from: UTS OPUS or Publisher's site
© 2017 Elsevier Ltd Traditional internationalization models suggest multinational companies (MNCs) can exploit their accumulative experience to facilitate their sequential entries. However, experience may depreciate over time. Thus, obtaining benefits from prior experience for MNCs is based on two critical premises, i.e., interpreting and applying experience correctly. We argue that there is a need to study the newness dimension of experiential learning. In doing so, we aim to explore to what extent the newness of experience matters in overseas sequential entries for MNCs. Moreover, we expect that the benefits from recent experience in guiding sequential entries are contingent on the extent of context similarity between the most recent entry location and sequential entry location and the outcome expectancy of focal entry. With a sample of 112 Chinese listed firms and 410 observations during the period of 2000–2012, we find that else being equal, the newness of experience of MNCs is positively associated with sequential entry and such a relationship is positively moderated both by context similarity in institutional environment and the outcome expectancy of the focal entry. We also compare the effects of the newness of different types of experience and find that the newness of the most recent experience has a larger influence on sequential entry than location-specific experience and general experience.