In this work, we examine and integrate the research streams on learningbehaviours of both local firms and foreign entrants in emerging markets. Wepropose that local firms and foreign entrants differ in the types oflearning pursued and in the learning processes used. While emerging marketfirms engage in a significant amount of exploratory learning, they alsoattempt to exploit the newly gained knowledge in their current markets.Furthermore, foreign entrants engage in exploitative learning as expectedbut also must participate in exploratory learning to acquire knowledge ofculture, institutional norms, and important social relationships. While muchof the learning occurs through cooperative processes with both partners,they also each engage in experiential learning. We argue that emergingmarkets also differ; firms in the more mature emerging markets seekdifferent types of learning and the learning processes used vary compared tothose in less mature emerging markets. Our research suggests that emergingmarkets represent learning laboratories and provide a base to catalysefuture research.

This paper examines the patterns of, and motives for, internationalizationby prominent market-seeking Chinese firms. Case studies of these firmsindicate that they are seeking technological and brand assets to create acompetitive position in international markets. While mainstream theory tendsto assume that firms internationalize to exploit competitive advantages,Chinese firms are generally making such investments in order to addresscompetitive disadvantages. They are engaging in ‘inward’internationalization by means of original equipment manufacture (OEM) andjoint venture partnerships, and ‘outward’ internationalization by means ofacquisition and organic expansion abroad. Each of these routes offerscertain benefits coupled with its own challenges or risks. The paperconcludes that the Chinese case offers an opportunity to extend presenttheorizing in four primary areas concerning the latecomer perspective andcatch-up strategies, institutional analysis with reference to the role ofgovernment, the relations between entrepreneurs and institutions, and theliability of foreignness.

This paper applies Dunning's eclectic paradigm of Ownership, Location andInternalization (OLI) advantages to the international activity andperformance dynamics of the Chinese family enterprise (CFE). Through thelens of Dunning's paradigm, we trace the role of cultural and economicfactors in the success of this important form of organization. Indemonstrating the relevance of a theory that originated in the analysis ofWestern multinational firms to this indigenous Chinese type of firm, thepaper supports the larger effort to expand the scope of received theory toinclude Chinese as well as other non-Western forms of organization.

In this paper, I examine the structural positions in two different types ofnetworks and their relationship to trust. I propose two types of trust:particularistic which is trust in specific other individuals and generaltrust in colleagues and the organization as a whole. The findings suggestthat both centrality in the friendship network and the go-between positionin advice networks are related to particularistic trust towards the otherindividuals in the networks. Particularistic trust, in turn, is associatedwith the two kinds of general trust. I introduce the Chinese concept of pao to explain the Chinese dynamic of trust formation ininterpersonal networks.

We investigated the relationship between the national cultural value ofpower distance and collective silence as well as the role of voice-inducingmechanisms in breaking the organizational silence. Using data from 421organizational units of a multinational company in 24 countries, we foundthat both formalized employee involvement and a participative climateencouraged employees to voice their opinions in countries with a small powerdistance culture. In large power distance cultures, formalized employeeinvolvement is related to employee voices only under a strong perceivedparticipative climate.