A model of corporate culture, strategic change and corporate performance: an empirical study of the Chinese construction industry

2021 ◽  
Vol 5 (1) ◽  
pp. 53
Author(s):  
Susan Freeman ◽  
Md. Wahid Murad ◽  
Mingming Liu
Keyword(s):  
Empirical Study ◽  
Construction Industry ◽  
Corporate Culture ◽  
Corporate Performance ◽  
Strategic Change

scholarly journals The effect of creative corporate culture and intangibility on the performance of foreign firms traded on the NYSE

2018 ◽  
Vol 15 (4) ◽  
pp. 356-372 ◽  
Author(s):  
Marcia Martins Mendes De Luca ◽  
Paulo Henrique Nobre Parente ◽  
Emanoel Mamede Sousa Silva ◽  
Ravena Rodrigues Sousa
Keyword(s):  
New York ◽  
Least Squares ◽  
Corporate Culture ◽  
Corporate Performance ◽  
Stock Exchange ◽  
Generalized Least Squares ◽  
Ordinary Least Squares ◽  
Foreign Firms ◽  
Content Type ◽  
Negative Effect

Purpose Following the tenets of resource-based view, the present study aims to investigate the effect of creative corporate culture according to the competing values framework model at the level of corporate intangibility and its respective repercussions on performance. Design/methodology/approach The sample included 117 non-USA foreign firms traded on the New York Stock Exchange (NYSE), which issued annual financial reports between 2009 and 2014 using the 20-F form. To meet the study objectives, in addition to the descriptive and comparative analyses, the authors performed regression analyses with panel data, estimating generalized least-squares, two-stage least-squares and ordinary least-squares. Findings Creative culture had a negative effect on the level of intangibility and corporate performance, while the level of intangibility did not appear to influence corporate performance. When combined, creative culture and intangibility had a potentially negative effect on corporate results. In conclusion, creative corporate culture had a negative effect on performance, even in firms with higher levels of intangibility, characterized by elements like experimentation and innovation. Originality/value Although the study hypotheses were eventually rejected, the analyses are relevant to both the academic setting and the market because of the organizational and institutional aspects evaluated, especially in relation to intangibility and creative culture and in view of the unique cross-cultural approach adopted. Within the corporate setting, the study provides a spectrum of stakeholders with tools to identify the profile of foreign firms traded on the NYSE.

An empirical study on the CO2 emissions in the Chinese construction industry

2017 ◽  
Vol 168 ◽  
pp. 645-654 ◽  
Author(s):  
Jindao Chen ◽  
Liyin Shen ◽  
Xiangnan Song ◽  
Qian Shi ◽  
Shengping Li
Keyword(s):  
Empirical Study ◽  
Construction Industry ◽  
Co2 Emissions

scholarly journals The Impact Of Performance Expectation Gap On Corporate Strategic Change—Evidence from Listed Companies in the IT Industry

2021 ◽  
Vol 14 (11) ◽  
pp. 46
Author(s):  
Luyao Huangfu ◽  
Fang Wang ◽  
Dan Liu ◽  
Nan Wu
Keyword(s):  
Mergers And Acquisitions ◽  
Corporate Performance ◽  
Strategic Change ◽  
Listed Companies ◽  
Management Control ◽  
Private Benefits ◽  
Performance Expectation ◽  
Expectation Gap ◽  
Corporate Mergers And Acquisitions ◽  
Equity Incentive

Based on the panel data of Chinese listed companies in the information technology industry from 2007 to 2018, this paper uses a fixed-effect model to study the relationship between corporate performance expectation gap and strategic change and analyzes the moderating effect of private benefits of management control and equity incentive. It is found that the greater the gap between corporate performance expectations is, the lower the frequency of corporate mergers and acquisitions is, and the higher the frequency of corporate asset divestment is. Further research finds that private benefits of management control weaken the positive correlation between corporate performance expectation gap and asset stripping frequency. Equity incentive strengthens the negative correlation between corporate performance expectation gap and corporate mergers and acquisitions frequency, and the positive correlation between corporate performance expectation gap and corporate asset stripping frequency. Based on this, when enterprises carry out strategic change, enterprises should choose the direction of strategic change according to the degree of performance expectation gap, and promote the effective realization of strategic change by improving the governance of the board of directors and optimizing the management incentive mechanism.

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