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CEO?¢????s social embeddedness and R&D strategy of entrepreneurial firms

机译:首席执行官的社会根基和创业公司的研发策略

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Drawing from the strategic leadership and social capital perspective, the paper examines how CEO’s social embeddedness determines the R&D strategy of entrepreneurial firms in China. We discuss in detail one unique aspect of social embeddedness of CEOs in China—political networking—that have evolved from the country’s unique social and historical context. We argue that entrepreneurial firms with CEOs that have resorted to the most traditional way of social support—political networking—would choose the R&D strategy that can help them maintain and enhance the support from the political networks and can enable them to take full advantage of such networks. As a result, they tend to pursue exploitative R&D, which incur lower risks and yield quicker return than exploratory R&D. This will benefit and please the parties in the political network, who in turn will provide further support. We further argue that in China the CEO’s decision is likely to be challenged when the board is more powerful, a powerful board will strengthen the relationship between CEO’s political networking and the R&D strategy.
机译:本文从战略领导力和社会资本的角度出发,考察了CEO的社会嵌入度如何决定中国创业公司的R&D战略。我们将详细讨论中国CEO的社会包容性的一个独特方面,即政治网络,这是从中国独特的社会和历史背景演变而来的。我们认为,拥有CEO的企业家公司采用最传统的社会支持方式(政治网络)会选择研发策略,以帮助他们保持和增强政治网络的支持,并使他们能够充分利用这种优势。网络。结果,他们倾向于进行探索性研发,与探索性研发相比,它们具有更低的风险和更快的回报。这将使政治网络中的当事方受益并取悦他们,反过来又会提供进一步的支持。我们进一步认为,在中国,首席执行官的决策可能会在董事会更强大时受到挑战,强大的董事会将加强首席执行官的政治网络与研发战略之间的关系。

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