Suchergebnisse

Following the arrest of the Gang of Four on October 6, 1976, local authorities across the country immediately arrested a large number of former rebels, accused them of being followers of the Gang of Four, and designated them perpetrators of the Cultural Revolution. Drawing on in-depth analysis of Jiangsu Province, the location of early measures designed to address Cultural Revolutionary violence and injustices, and mainly based on first-hand archives and oral history interviews, this dissertation examines the processes of designating, defining, and punishing perpetrators of the Cultural Revolution. The study of Jiangsu shows that the designated followers and local cadres continuously challenged, questioned, and resisted central policies on the designation of perpetrators. The campaign-style approach further undermined the legitimacy of the designation. In the early 1980s, faced with local challenges and the complex issue of responsibility, the central leadership redressed a large number of its previous designations of perpetrators and focused on eliminating the legacy of the Cultural Revolution within the Party leadership, thereby securing its future rule. The study further explores how the CCP legitimized its claim to power, how it succeeded in launching political and social transformation in post-Mao China, and how the attribution of accountability impacts current debates within Chinese society. Despite the CCP's concerted effort to close the book on the Cultural Revolution, it lives on today, both as a symbol of historical injustice and, perhaps unexpectedly, as an object of nostalgia. The Cultural Revolution continues to resonate in the present. The question of who was accountable for the Cultural Revolution and whether designated perpetrators should be punished remains a controversial topic in contemporary Chinese society. Various groups compete to narrate their own past, often posing counternarratives to the official narrative outlined in the 1981 Resolution. These diverse interpretations of the Cultural Revolution reflect an unsettling past.

This study explores the spatial effect of infrastructure development on real estate prices in the Yangtze River Delta. It constructs an evaluation system of the infrastructure development level across five dimensions (i.e., transportation, water supply and drainage, energy and power, postal communication, and ecological environment), analyzes the development characteristics of urban infrastructure in the Yangtze River Delta, and uses a spatial panel model to explore how urban infrastructure development affects real estate prices. Results indicate that (1) the overall development level of urban infrastructure in the Yangtze River Delta region shows an upward trend. Significant regional differences exist as the development level of urban infrastructure in the eastern region is ahead of that in the central region; (2) Spatial autocorrelation and real estate prices in the Yangtze River Delta region in infrastructure development and overall levels, respectively, are high; (3) Infrastructure directly affects local real estate market demand and improves the vitality of the housing market in adjacent areas; and (4) Infrastructure construction can significantly promote the rise of urban real estate prices in the eastern region, while this driving effect is not significant in the central region. This research will help the government promote the coordinated development of urban infrastructure and formulate relevant policies for the macro-control of the real estate market in urban agglomerations.

While a growing body of research has examined how organizations respond to institutional change, less examined is how institutional change can create opportunities for organizations to manage their public image. We propose that institutional change allows firms to leverage the ambiguity around the motive for image management and thus minimize audience's unfavorable attribution of the motive. Specifically, we focus on an organization's name change as a means of image management. From the audience's standpoint, an organization could change its name as a result of having responded to institutional change, or to convey new strategic directions, or to manipulate the public perception. Institutional change allows a window of opportunity when audiences are confronted with the ambiguity over the motive for name change. Based on this framework, we predict that firms with poor image are more likely to engage in name change during institutional change, and that they are more likely to engage in the type of name change that indicates new strategic direction to further benefit from the ambiguity. Similarly, we also predict that name changes engaged this way are likely to generate more favorable market reactions. We test our framework in the context of the name change by publicly listed Chinese firms during the government-mandated corporate governance reform.

The increasing economic importance and the number of born global firms make it worthwhile to study what leads to their success in the international market. To better understand this international business phenomenon, we conducted in‐depth interviews with managers, coupled with public database and Web site searches. Research propositions were developed based on an extensive qualitative method. The relationship between organizational culture, information technology capability, and performance is proposed in the context of born global firms, based on viewing the concept of IT capability from the resource‐based view. We further provide recommendations for managers, theoretical contributions and suggestions for future research.

The increasing economic importance of born global firms makes it worthwhile to study what leads to their success in the emerging markets. The institutional environment defines, reacts, and limits entrepreneurial opportunities, and also affects the speed and scope of entrepreneurial capability. Given the relatively low base of resource, these firms need to deploy some unique strategies such as utilizing information communication to survive in today's hostile and competitive international environment. Propositions regarding the relationships between institutional environment, international entrepreneurial capability, informal communication and their effect on the international performance were developed. Theoretical and managerial contribution and future research directions were also provided.

Drawing on social exchange theory (SET), the purposes of this research are to investigate the effect that developmental human resource configuration (DHRC) has on employee innovative work behavior (IWB) and to examine the role that an empowerment climate plays in the relationship. The study assumes that knowledge workers perform IWB if they perceive the application of DHRC and the empowerment climate to support autonomy, information sharing, and team accountability. The data were collected from 37 R&D managers and 370 full-time R&D engineers, constituting 37 different high-tech companies in Guangdong province, China. Results show that a positive relationship between DHRC and IWB was found and was partially mediated by unique human capital. Findings also demonstrate that empowerment climates strengthen this relationship. The implications of the findings and future directions for research are further discussed.