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The Influence of Top Management Team on Chinese Firms’ FDI Ambidexterity

  • Yi Li (a1) and Lin Cui (a2)
Abstract

Strategic ambidexterity has been under researched in the context of Chinese outward foreign direct investment (FDI). An ambidextrous FDI, balancing between exploratory and exploitive activities, is strategically desirable but managerially challenging. We examine the role of top management team (TMT) functional diversity in influencing Chinese firms’ degree of FDI ambidexterity, and its boundary conditions in relation to the informal and formal institutional environments within which the TMT operates. Based on a panel of Chinese outward-investing manufacturing firms, our empirical analyses show that a marginal positive effect of TMT functional diversity on a firm's FDI ambidexterity is strengthened by the social faultline presence in the firm's TMT, but is weakened by the development of formal institutions in the firm's external environment.

在中国企业对外直接投资情境下, 企业的战略并进性尚未得到充分研究。由于可平衡探索型行为与利用型行为, 并进型对外直接投资对企业而言是具有相当吸引力的战略, 但也对企业的管理能力提出挑战。在本研究中, 我们考察了高管团队职能多样性对于中国企业对外直接投资并进程度的影响, 以及高管团队执行该战略时面临的非正式与正式制度环境约束条件。基于中国制造业企业对外直接投资的样板数据, 我们的定量分析表明:高管团队职能多样性对中国企业对外直接投资并进程度的边际性正效应会由于高管团队的社会断层而增强, 而这一边际性正效应也会随企业外部正式制度环境的发展而减弱。

रणनैतिक उभय-कुशलता का चीनी प्रत्यक्ष विदेशी निवेश (एफडीआई) के सन्दर्भ में सीमित अनुसंधान किया गया है. संधान और शोधन के मध्य तालमेल करता उभय-स्वरूप प्रत्यक्ष विदेशी निवेश रणनैतिक परिप्रेक्ष्य में वांछनीय होते हुए भी प्रबंधन की दृष्टि से चुनौतीपूर्ण है. हमने शीर्ष प्रबंधन समूह वैविध्य के प्रत्यक्ष विदेशी निवेश की उभय-कुशलता के प्रभाव स्तर का विश्लेषण किया है और साथ ही उसके सर्वोच्च प्रबंधन समूह के औपचारिक/अनौपचारिक संस्थागत परिवेश में परिसीमन स्थितियों का विश्लेषण किया है. हमारे चीनी बाहरी-निवेशक उत्पादक फर्मों के पैनल के आधार पर किये गए विश्लेषण के अनुसार शीर्ष प्रबंधन समूह में विशेषज्ञतापरक वैविध्य सम्बद्ध फर्मों की प्रत्यक्ष विदेशी निवेश की उभय-कुशलता पर सीमित सकारात्मक प्रभाव सामाजिक अंतरों से सुदृढ़ होता है लेकिन फर्म के परिवेश में औपचारिक संस्थान के विकास से कमज़ोर होता है.

SUMÁRIO:

A ambidexteridade estratégica tem sido pesquisada no contexto do investimento estrangeiro direto (FDI) para o estrangeiro da China. Um FDI ambidestro, equilibrando atividades exploratórias e exploradoras, é estrategicamente desejável, mas gerencialmente desafiador. Examinamos o papel da diversidade funcional da equipe de alta gestão (TMT) ao influenciar o grau de ambidexteridade de FDI de empresas chinesas e suas condições de contorno em relação aos ambientes institucionais informais e formais em que o TMT opera. Com base em um painel de empresas chinesas manufatureiras com investimentos externos, nossas análises empíricas mostram que um efeito marginal positivo da diversidade funcional da TMT na ambidexteridade do FDI da empresa é fortalecido pela presença de falha social no TMT da empresa, mas é enfraquecido pelo desenvolvimento de instituições formais no ambiente externo da empresa.

АННОТАЦИЯ:

Стратегическая амбидекстрия остается недостаточно изученной в контексте внешних прямых иностранных инвестиций (ПИИ) в Китае. Амбидекстральные ПИИ, основанные на балансе между исследовательской и эксплуатационной деятельностью, стратегически желательны, но сложны в реализации. Мы исследуем, какую роль играет функциональное разнообразие в команде топ-менеджеров (КTM), и как это влияет на степень амбидекстрии прямых иностранных инвестиций (ПИИ) в китайских компаниях, а также изучаем граничные условия в формальной и неформальной институциональной среде, в которой работает команда топ-менеджеров (КTM). На основании данных из китайских промышленных компаний, которые занимаются внешними инвестициями, мы делаем эмпирические выводы о том, что незначительное положительное влияние функционального разнообразия в команде топ-менеджеров (КТМ) на амбидекстрию ПИИ усиливается благодаря наличию линии социальных разломов в команде топ-менеджеров (КТМ), но ослабляется из-за развития формальных институтов во внешней среде компании.

RESUMEN:

La ambidexteridad estratégica ha sido poco investigada en el contexto de la inversión extranjera directa (IED)china en el exterior. Una IED ambidiestra, haciendo un balance entre las actividades exploratorias y de explotación, es estratégicamente deseable pero generacionalmente retador. Examinamos el rol de la diversidad funcional de los equipos de alta dirección en influir el grado de ambidexteridad de la IED de las empresas chinas, y sus condiciones limite en relación a los entornos institucionales informales y formales en los cuales el equipo de alta dirección funciona. Basados en un panel de empresas manufactureras chinas con inversiones en exterior, nuestros análisis empíricos muestran que un efecto positivo marginal de la diversidad funcional de los equipos de alta dirección en la ambidexteridad de la IED se fortalece por la presencia de fallas sociales en los equipos de alta dirección de la empresa, pero se debilita con el desarrollo de instituciones formales en el entorno externo de la empresa.

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Corresponding author
Corresponding author: Yi Li (yi.li2@sydney.edu.au)
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