The aim of this study is to explore how relational gatekeepers facilitate the development of relationships between out-group members and in-group members in an intercultural business environment, and to bring to the surface the inter-cultural and inter-networked nuances of guanxi. Based on...

Critical for international marketers in volatile markets is understanding of factors that influence consumer responses during a product-harm crisis. Applying social psychology concepts of heuristic judgments and attribution theory, the authors study mistrust of non-contaminated but...

The food miles concept, originating in the UK and given much prominence in the news media, has been used to imply that importing food from distant countries is inherently more wasteful than growing and consuming local produce. What impact is this potential non-tariff barrier having on consumer...

Based on organizational learning and networking theories, this study examines the effects of organizational learning (explorative and exploitative learning) and guanxi (business and political ties) on business performance. Business guanxi is classified as a channel networking tie, while...

Why has the incidence of corporate crisis risen markedly in China? Why are foreign firms frequently targeted by the Chinese authorities and how should they deal with it? Addressing these pivotal questions is essential for effective management of corporate crisis in the Chinese market. Herein, we...

The current study aims to explore the connections between business environments and firms׳ competitive priorities, which establish the basis for manufacturing strategy. This study explicitly considers the effects of asset and operating frontiers, as well as trade-offs across competitive...

type="main" xml:id="jscm12035-abs-0001" <p>The prevalence of personal connections in China, or guanxi, constitutes an institution that governs how people exchange favors. This study explores the effects of the guanxi institution on interfirm relational ties, information sharing, and the acquisition...</p>