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A. (2001) Dynamic boundaries of the firm: Are firms better off being vertically integrated in the face of technological change? Academy of Management Journal 44 (6): 1211–1228.\nAkerlof, G. (1970) The market for lemons: Qualitative uncertainty and the market mechanism. Quarterly Journal of Economics 84 (3): 488–500.\nBarney, J. (1991) Firm resources and sustained competitive advantage. Journal of Management 17 (1): 99–120.\nBarney, J. (1999) How a firm's capabilities affect boundary decisions. Sloan Management Review 40 (3): 137–145.\nCantarello, S., Nosella, A., Petroni, G. and Venturini, K. (2011) External technology sourcing: Evidence from design-driven innovation. Management Decision 49 (6): 962–983.\nChandler, G. and Hank, S. (1994) Market attractiveness, resource-based capabilities, venture strategies and venture performance. Journal of Business Venturing 9 (4): 331–349.\nChen, C. and Lin, B. (2004) The effects of environment, knowledge attribute, organizational climate and firm characteristics on knowledge-sourcing decisions. R&D Management 34 (2): 137–146.\nChen, H. and Chen, T. (2003) Governance structures in strategic alliances: Transaction cost versus resource-based perspective. Journal of World Business 38 (1): 1–14.\nChi, T. (1994) Trading in strategic resources: Necessary conditions, transaction cost problems and the choice of exchange structure. Strategic Management Journal 5 (4): 271–290.\nCohen, W. and Levinthal, D. (1990) Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly 35 (1): 128–152.\nCombs, J. and Ketchen Jr, D. (1999) Explaining inter-firm co-operation and performance: Toward a reconciliation of predictions from the resource-based view and organizational economics. Strategic Management Journal 20 (9): 867–888.\nCroisier, B. (1998) The governance of external research: Empirical test of some transaction-cost related factors. R&D Management 28 (4): 289–298.\nDemsetz, H. (1988) The theory of the firm revisited. Journal of Law, Economics and Organization 4 (1): 141–161.\nDennis Jr, W. (2003) Raising response rates in mail surveys of small business owners: Results of an experiment. Journal of Small Business Management 41 (3): 278–295.\nDickson, P. and Weaver, K. (1997) Environmental determinants and individual-level moderators of alliance use. Academy of Management Journal 40 (2): 404–425.\nDuncan, R. (1972) Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly 17 (3): 313–327.\nEisenhardt, K. and Schoonhoven, C. (1996) Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms. Organization Science 7 (2): 136–150.\nEspino-Rodriguez, T., Lai, P. and Baum, T. (2008) Asset specificity in make-or-buy decisions for service operations. International Journal of Service Industry Management 19 (1): 111–133.\nFolta, T. (1998) Governance and uncertainty: The trade-off between administrative control and commitment. Strategic Management Journal 19 (11): 1007–1028.\nGriffith, D., Harmancioglu, N. and Droge, C. (2009) Governance decisions for the offshore outsourcing of new product development in technology-intensive markets. Journal of World Business 44 (3): 217–224.\nGulati, R. (1995) Social structure and alliance formation patterns: A longitudinal analysis. Administrative Science Quarterly 40 (4): 619–652.\nGulbrandsen, B., Sandvik, K. and Haugland, S. (2009) Antecedents of vertical integration: Transaction-cost economics and resource-based explanations. Journal of Purchasing and Supply Management 15 (2): 89–102.\nHair, J., Black, B., Babin, B. and Anderson, R. (1998) Multivariate Data Analysis, 5th edn. New York: Prentice Hall.\nHarrigan, K. (1988) Joint ventures and competitive strategy. Strategic Management Journal 9 (2): 141–158.\nHeide, J. and John, G. (1990) Alliances in industrial purchasing: The determinants of joint action in buyer-supplier relationships. Journal of Marketing Research 27 (1): 24–36.\nHemmert, M. (2003) Institutional embeddedness of the balance between internal and external technology: A comparison between Japanese and German firms. Asian Business & Management 2 (3): 393–415.\nHennart, J. (1993) Explaining the ‘Swollen middle’: Why most transactions are a mix of market and hierarchy. Organization Science 4 (4): 529–547.\nHolcomb, T. and Hitt, M. (2007) Toward a model of strategic outsourcing. Journal of Operations Management 25 (2): 464–481.\nHuber, G., O'Connell, M. and Cummings, L. (1975) Perceived environmental uncertainty: Effects of information and structure. Academy of Management Journal 18 (4): 725–740.\nJiang, B., Belohlav, J. and Young, S. 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Strategic Management Journal 16 (8): 521–563.\nKotorov, R. (2001) Virtual organization: Conceptual analysis of the limit of its decentralization. Knowledge and Process Management 8 (1): 55–62.\nKurokawa, S. (1997) Make-or-buy decisions in R&D: Small technology based firms in the United States and Japan. IEEE Transactions on Engineering Management 44 (2): 124–134.\nLee, C., Lee, K. and Pennings, J. (2001) Internal capabilities, external networks and performance: A study on technology-based ventures. Strategic Management Journal 22 (6–7): 615–640.\nLee, D. and Tsang, E. (2001) The effects of entrepreneurial personality, background and network activities on venture growth. Journal of Management Studies 38 (4): 583–602.\nLee, K. and Lim, G. (1999) Dealing with resource disadvantage: Generic strategies for SMEs. Small Business Economics 12 (4): 299–311.\nLieberman, M. and Montgomery, D. (1988) First-mover advantage. Strategic Management Journal 9 (Summer Special issue): 41–58.\nMadhok, A. (1996) The organization of economic activity: Transaction costs, firm capabilities and the nature of governance. Organization Science 7 (5): 577–590.\nMarino, L., Strandholm, K., Steensma, H. and Weaver, K. (2002) The moderating effect of national culture on the relationship between entrepreneurial orientation and strategic alliance portfolio extensiveness. Entrepreneurship Theory and Practice 26 (4): 145–160.\nMayer, K. and Salomon, R. (2006) Capabilities, contractual hazards and governance: Integrating resource-based and transaction costs perspectives. Academy of Management Journal 49 (5): 942–959.\nMcCarthy, B. (2003) The impact of the entrepreneur's personality on the strategy formation and planning process in SMEs. Irish Journal of Management 24 (1): 55–72.\nMcIvor, R. (2009) How the transaction cost and resource-based theories of the firm inform outsourcing evaluation. Journal of Operations Management 27 (1): 45–63.\nMIC. (2003) Annual Telecommunications Industry Report. Ministry of Information and Communications (in Korean).\nMiles, G., Preece, S. and Baetz, M. (1999) Dangers of dependence: The impact of strategic alliance used by small technology-based firms. Journal of Small Business Management 37 (2): 20–29.\nMiller, D. and Friesen, P. (1982) Innovation in conservative and entrepreneurial firms: Two models of strategic momentum. Strategic Management Journal 3 (1): 1–25.\nNarula, R. (2001) Choosing between internal and non-internal R&D activities: Some technological and economic factors. Technology Analysis & Strategic Management 13 (3): 365–388.\nNelson, R. and Winter, S. (1982) An Evolutionary Theory of Economic Change. Cambridge, USA: Harvard University Press.\nNunnally, C. (1978) Psychometric Theory, 2nd edn. New York: McGraw-Hill.\nOdagiri, H. (2003) Transaction costs and capabilities as determinants of the R&D boundaries of the firm: A case study of the ten largest pharmaceutical firms in Japan. 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(2006) Choosing governance mode for external technology-sourcing. R&D Management 36 (3): 347–363.\nVerona, G. (1999) Note: A resource-based view of product development. Academy of Management Review 24 (1): 132–142.\nWernerfelt, B. (1984) A resource-based view of the firm. Strategic Management Journal 5 (2): 171–180.\nWilliamson, O. (1985) The Economics of Institutions of Capitalism. New York: Free Press.\nWilliamson, O. (1991) Comparative economic organization: The analysis of discrete structural alternatives. Administrative Science Quarterly 36 (2): 269–296.\nWilliamson, O. (1999) Strategy research: Governance and competence perspectives. Strategic Management Journal 20 (12): 1087–1108.\nYoung-Ybarra, C. and Wiersema, M. (1999) Strategic flexibility in information technology alliances: The influence of transaction cost economics and social exchange theory. Organization Science 10 (4): 439–459.\nZahra, S. (1996) Technology strategy and financial performance: Examining the moderating role of the firm's competitive environment. Journal of Business Venturing 11 (3): 189–219.",{"EN":266},"Although external development has been strongly recommended as an effective governance strategy for new technology development projects (NTDPs), it may not always be appropriate for high-tech small firms (HTSFs). This study examined South Korean HTSF decision makers’ consideration of internal and external development for NTDPs. Drawing on transaction-cost and resource-based perspectives, we identified five key determinants of governance decisions: respondents’ perceived levels of technological capability, entrepreneurial strategic orientation, specialized asset investment, technological uncertainty and environmental uncertainty. A questionnaire-based survey of Korean HTSFs in the telecommunications industry yielded a sample of 258 respondents. On the basis of a logistic regression analysis of the firms’ responses, we found that firms’ perceived technological capability, entrepreneurs’ strategic orientations, levels of technological uncertainty and redeployability of invested assets were key criteria in the decision-making process. Specifically, this study showed that technologically strong Korean HTSFs preferred to use internal development methods, but tended to choose external development methods when they perceived high levels of technological uncertainty and low levels of invested asset redeployability. Entrepreneurs’ strategic orientation also influenced the choice of an external development method. 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C., & Stalk, G. (1985). Kaisha: The Japanese corporation. New York: Basic Books.\nFroese, F. J., Sekiguchi, T., & Maharjan, M. P. (2018). Human resource management in Japan and South Korea. In F. L. Cooke & S. Kim (Eds.), Routledge handbook of human resource management in Asia. Abingdon: Routledge.\nHemmert, M. (2018). The evolution of tiger management: Korean companies in global competition. London: Routledge.\nHouse, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks: Sage.\nShim, W. S., & Steers, R. M. (2012). Symmetric and asymmetric leadership cultures: A comparative study of leadership and organizational culture at Hyundai and Toyota. Journal of World Business,47(4), 581–591.\nSteers, R. M., & Osland, J. S. (2020). Management Across Cultures. Cambridge: Cambridge University Press.",{"EN":334},"Leadership is possibly the least understood aspect of managing people, because it is at the same time personal, institutional, and cultural. Martin Hemmert’s new volume illustrates this point by highlighting both similarities and differences in leadership patterns across Korean companies all operating in the same cultural environment. Comparing Korean leadership processes to those found in other countries, like Japan as illustrated here, adds additional clarity and depth to this anslysis. The lesson for foreign firms here is not to try to emulate Korean-style management, but rather to study Korean ways so we can be more astute when working with Korean companies and managers. The issue here is understanding, not imitation.",{"EN":336},"Korean-style leadership: a comparative perspective",{"VOID":338},"10.1057\u002Fs41291-020-00108-0","https:\u002F\u002Flink.springer.com\u002Farticle\u002F10.1057\u002Fs41291-020-00108-0",[341,358],{"id":342,"sortIndex":181,"researcher":20,"roles":343,"affiliations":344,"properties":355},"e828ed26-d526-4ac6-93d3-eb94fc0ce22b",[207],[345],{"id":20,"sortIndex":21,"affiliation":346,"properties":20},{"id":347,"createTime":348,"updateTime":349,"relativeEntities":350,"slug":351,"properties":352,"entityType":65,"verifyStatus":19,"verifyTime":20,"verifyNote":20,"syncStatus":19,"languages":20,"translateLanguages":20,"viewCount":21},"798bbcc8-6874-43b4-b4fc-3979a4e02ae9","2024-01-13T03:39:38.443+00:00","2024-11-26T13:48:05.492+00:00",[],"Hanyang-University-Seoul-South-Korea",{"title":353},{"VI":354},"Hanyang University, Seoul, South Korea",{"title":356},{"VI":357},"Won Shul Shim",{"id":359,"sortIndex":21,"researcher":20,"roles":360,"affiliations":361,"properties":372},"8cbc93d1-4a83-4c4e-bcbd-c6f72d6b7913",[207],[362],{"id":20,"sortIndex":21,"affiliation":363,"properties":20},{"id":364,"createTime":365,"updateTime":366,"relativeEntities":367,"slug":368,"properties":369,"entityType":65,"verifyStatus":19,"verifyTime":20,"verifyNote":20,"syncStatus":19,"languages":20,"translateLanguages":20,"viewCount":21},"4c5ee358-3522-4426-9aba-26645c596346","2024-04-15T05:18:49.855+00:00","2025-01-25T17:00:08.783+00:00",[],"University-of-Oregon-Eugene-USA",{"title":370},{"EN":371},"University of Oregon, Eugene, USA",{"title":373},{"VI":374},"Richard M. 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Journal of Business Ethics, 139(1), 95–109.",{"doi":511},"10.1007\u002Fs10551-015-2604-6",{"id":20,"text":513,"url":20,"identifiers":514},"Bandura, A. (1986). Social foundations of thought and action: A cognitive social theory. Pretince Hall.",{},{"id":20,"text":516,"url":20,"identifiers":517},"Bednall, T. C., Sanders, K., & Yang, H. (2022). A meta-analysis on employee perceptions of human resource strength: Examining the mediating versus moderating hypotheses. Human Resource Management, 61(1), 5–20.",{"doi":518},"10.1002\u002Fhrm.22068",{"id":20,"text":520,"url":20,"identifiers":521},"Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85(3), 349–360.",{"doi":522},"10.1037\u002F0021-9010.85.3.349",{"id":20,"text":524,"url":20,"identifiers":525},"Bollmann, G., & Krings, F. (2016). Workgroup climates and employees’ counterproductive work behaviours: A social-cognitive perspective. 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Perceptions of HRM system strength and affective commitment: The role of human relations and internal process climate. The International Journal of Human Resource Management, 30(21), 3026–3048.",{"doi":541},"10.1080\u002F09585192.2018.1448295",{"id":20,"text":543,"url":20,"identifiers":544},"Chen, L., Liu, Y., Hu, S., & Zhang, S. (2022). Perception of organizational politics and innovative behavior in the workplace: The roles of knowledge-sharing hostility and mindfulness. Journal of Business Research, 145, 268–276.",{"doi":545},"10.1016\u002Fj.jbusres.2022.03.006",{"id":20,"text":547,"url":20,"identifiers":548},"Cheng, J., Bai, H., & Yang, X. (2019). Ethical leadership and internal whistleblowing: A mediated moderation model. Journal of Business Ethics, 155(1), 115–130.",{"doi":549},"10.1007\u002Fs10551-017-3517-3",{"id":20,"text":551,"url":20,"identifiers":552},"Chiu, C. Y. C., Owens, B. P., & Tesluk, P. E. (2016). 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London: Sage.\nYu, J. and Meyer-Ohle, H. (2008) Working for Japanese corporations in China: A qualitative Study. Asian Business and Management 7 (1): 33–51.\nZimmermann, A., Holman, D. and Sparrow, P.R. (2003) Unravelling adjustment mechanisms: Adjustment of German expatriates to intercultural interactions, work, and living conditions in the people’s Republic of China. International Journal of Cross Cultural Management 3 (1): 45–66.",{"EN":768},"Our qualitative study of a globally operating German automotive components manufacturer demonstrates how certain cognitive dispositions and behaviours of Chinese employees acted as barriers to the transfer of the firm’s Lean production system to its subsidiaries in China. We analyse how these barriers were rooted in the Chinese institutional and cultural context, thereby contributing a new micro-level perspective to business systems literature. Our findings further suggest that manufacturing in China will not be truly ‘Lean’ in the near future, which may place constraints on China’s technological development at a larger scale.",{"EN":770},"Institutional and cultural barriers to transferring Lean production to China: Evidence from a German automotive components 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object of this study is to examine the globalization strategies of Chinese companies which, it is contended, have been influenced by China's current stage of economic development. Since the initiation of its open-door policy in 1978, China has, in this respect, followed to a considerable extent the path of other Asian countries. Currently, China's foreign direct investment (FDI) is present in 139 states and territories but heavily concentrated in Australia, the United States, Hong Kong, Thailand, Russia, New Zealand, South Africa and Macao. Such ventures overseas are, however, small scale, with an average capitalization of US$ 3 million. This figure may nevertheless be set to rise, as Chinese companies move into more high-tech ventures; to date, China's firms have been more heavily involved in the service and processing sectors. In addition, China's FDI has been constrained both by government regulation of the economy and lack of experience on the part of China's companies in international competition. Accordingly, the role of both business and government in the promotion of managerial, financial and linguistic competence is assessed. In conclusion, the study summarizes the salient features of Chinese FDI to date and the future prospects for the globalization of China's companies.",{"EN":853},"Globalization Strategies of Chinese Companies: Current Developments and Future Prospects",{"VOID":855},"10.1057\u002Fpalgrave.abm.9200011","https:\u002F\u002Flink.springer.com\u002Farticle\u002F10.1057\u002Fpalgrave.abm.9200011",[858],{"id":859,"sortIndex":21,"researcher":20,"roles":860,"affiliations":861,"properties":870},"ddae1bf6-9f25-4be6-8296-ff08b1e255d3",[207],[862],{"id":20,"sortIndex":21,"affiliation":863,"properties":20},{"id":864,"createTime":865,"updateTime":865,"relativeEntities":866,"slug":20,"properties":867,"entityType":65,"verifyStatus":19,"verifyTime":20,"verifyNote":20,"syncStatus":19,"languages":20,"translateLanguages":20,"viewCount":21},"79fcce7b-c74a-4a6b-9015-f57925a85887","2024-01-29T11:26:15.509+00:00",[],{"title":868},{"VI":869},"School of East Asian Studies, Floor 5, Arts Tower, University of 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(1976) Educational organizations as loosely coupled systems. Administrative Science Quarterly 21 (1): 1–19.\nWhite, R.E., Hoskisson, R.E., Yiu, D.W. and Bruton, G.B. (2008) Employment and market innovation in Chinese business group affiliated firms: The role of group control systems. Management and Organization Review 4 (2): 225–256.\nWitt, M.A. and Lewin, A.Y. (2007) Outward foreign direct investment as escape response to home-country institutional constraints. Journal of International Business Studies 38 (4): 579–594.\nYiu, D.W. (2011) Multinational advantages of Chinese business groups: A theoretical exploration. Management and Organization Review 7 (2): 249–277.\nYiu, D.W., Bruton, G.D. and Lau, C.M. (2005) Understanding business group performance in an emerging economy: Acquiring resources and capabilities in order to prosper. Journal of Management Studies 42 (1): 183–206.\nYiu, D.W., Lau, C.M. and Bruton, G.D. (2007a) International venturing by emerging-economy firms: The effects of firm capabilities, home-country networks and corporate entrepreneurship. Journal of International Business Studies 38 (4): 519–540.\nYiu, D.W., Lu, Y., Bruton, G.D. and Hoskisson, R.E. (2007b) Business groups: An integrated model to focus future research. Journal of Management Studies 44 (8): 1551–1579.\nZhang, Y. (2003) China's Emerging Global Businesses: Political Economy and Institutional Investigations. Basingstoke, UK: Palgrave Macmillan.",{"EN":971},"Business groups play a critical role in the internationalization of Chinese firms, but empirical efforts on this topic are limited. This study aims to fill this gap by examining the impacts of group-specific attributes on the pursuit of different internationalization strategies. Our findings from 219 Chinese business group affiliates show that horizontal linkages among group affiliates are more positively related to asset-seeking internationalization, whereas vertical linkages are more positively related to market-seeking internationalization. We contribute to the literature by moving a step forward to examine if business group attributes are leveraged differentially in market-seeking and asset-seeking internationalization strategies.",{"EN":973},"Business group attributes and internationalization strategy in 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Surface-acting outcomes among service employees with two jobs: Investigating moderation and mediation effects. Journal of Service Management, 27(4), 534–562.\nWeinberg, R. A. (2013). The biology of cancer. Garland science.\nWieseke, J., Ahearne, M., Lam, S. K., & Van Dick, R. (2009). The role of leaders in internal marketing. Journal of Marketing, 73(2), 123–145.\nWilden, R., Gudergan, S., & Lings, I. (2010). Employer branding: Strategic implications for staff recruitment. Journal of Marketing Management, 26(1–2), 56–73.\nWright, P., & Gardner, T. (2003). Theoretical and empirical challenges in studying the HR practice—firm performance relationship. In D. Holman, T. D. Wall, C. Clegg, P. Sparrow, & A. Howard (Eds.), The new workplace: people technology, and organisation. John Wiley and Sons.\nYin, R. (2003). Case study research: Design and methods (pp. 5–11). Sage Publications, Inc.\nYoganathan, V., Osburg, V. S., Kunz, W. H., & Toporowski, W. (2021). Check-in at the Robo-desk: Effects of automated social presence on social cognition and service implications. Tourism Management, 85, 104309.\nYokoyama, M. H. (2016). How social network sites (SNS) have changed the employer–employee relationship and what are the next challenges for human resource (HR)? REGE-Revista De Gestão, 23(1), 2–9.\nYu, K. Y. T., Dineen, B. R., Allen, D. G., & Klotz, A. C. (2020). Employer branding and talent acquisition. Wiley.\nZide, J., Elman, B., & Shahani-Denning, C. (2014). LinkedIn and recruitment: How profiles differ across occupations. Employee Relations, 36(5), 583–604.",{"EN":1064},"",{"EN":1066},"As social network services recently enjoyed significant popularity, social networking sites (SNS) appear as an attractive vehicle to increase an organization’s brand effectiveness. Even though there has been a significant influence of SNS on employees’ lives, there is limited focus on their application in the HRM discipline. 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