Chinese entrepreneurship and the future of the JTMC

Citation

(2012), "Chinese entrepreneurship and the future of the JTMC", Journal of Technology Management in China, Vol. 7 No. 3. https://doi.org/10.1108/jtmc.2012.3027caa.001

Chinese entrepreneurship and the future of the JTMC

Article Type: Editorial From: Journal of Technology Management in China, Volume 7, Issue 3

Welcome to Volume 7 Issue 3 of the Journal of Technology Management in China. As the new editor of the journal I thought that I might share with you some information about myself and plans for the journal. I received my PhD from the University of Oklahoma and was awarded the Oxford Journal Distinguished Research Professorship at Cambridge University in June 2011. I also served as the Hodson Endowed Chair in Entrepreneurship and Business; Professor of Management and Global Entrepreneurship as well as the Brewczynski Endowed Chair at Indiana Wesleyan University, Cameron University and Texas A & M University, Commerce. At Cameron and Texas A & M University Commerce I founded the Entrepreneurship programs which were rated in the top ten in the nation by Entrepreneur magazine. I also served as Division Chair of the Management History and Technology & Innovation Management Divisions within the Academy of Management as well as past President of the Small Business Institute®, the Association for Entrepreneurship, Family Business & Franchising, the Association for Small Business & Entrepreneurship and the SouthWest Academy of Management, as well as Dean of the Counsel of Endowed Chairs and Past Division Chairs within the AOM TIM Division. I am scheduled to become Chair of the Board for the Academy for Global Business Advancement.

I completed two Fulbright trips to Latvia where I taught at Vidzeme University College and one in Ukraine where I taught at Luts’k Liberal Arts University. I am a regular presenter at Oxford University, including having presented the opening paper of the twentieth Anniversary session of the Oxford Roundtables. With over 150 published articles, four books, and data collections in over 125 countries, my research interests are broad but focus on the examination of strategic cross-cultural differences in compensation and selection within entrepreneurial organizations. My recent work has been published in the Journal of Applied Psychology, Organizational Research Methods, Journal of Occupational & Organizational Psychology, Journal of International Business Studies, Educational & Psychological Measurement, Baltic Journal of Management, Academy of Entrepreneurship Journal, and the Journal of Applied Management & Entrepreneurship. My work has been cited more than 5,400 times. I have been named a Fellow of the Allied Academies in 2009 and 2010, and of the Academy of Global Business Advancement in 2010. In addition to being the Executive Editor for this journal I am also currently the editor of the Journal of Management History, International Family Business Journal, and the Academy of Health Care Management Journal as well as serving on the editorial review boards for over 20 other journals. I am a founding member of the Chinese Association for the Management of Technology, one of my papers published in the JOOP was named one of the top 50 most impactful articles of 2012, and I had an article in first issue of the Journal of Technology Management in China which was then reprinted in

I have directed more than a dozen research projects in China, and while at Texas A & M University Commerce was the Director for the International Family Business Center which was a joint relationship with the China University of Geosciences in Beijing. The first dissertation that I chaired was on the importance of guanxi in influencing foreign direct investments in China. My links to China go back to the 1970s when I met a number of the top professors in the material sciences who worked with my father – Dr Charles E. Carraher Jr who was ranked no. 1 in the world in his sub discipline by the Royal Academy of Sciences in 1973 and received an official nomination for the Nobel prize (but unfortunately did not win) in 1998 for his work in metal containing polymers.

My goals for the journal include: increasing the number and breadth of submissions; increasing the impact ratings for the journal; getting the journal included in Scopus, and then included for the Social Science Citation Index (ISI). Looking at Publish or Perish the 132 articles from the Journal of Technology Management in China have been cited 626 times with an h-index of 13 and a g-index of 18, meaning that 13 articles have been cited 13 or more times. We have an age-weighted citation rate of 56.12, and an overall average annual citation rate of 78.25 – which we need to reverse as we want the age-weighted citation rate to be higher than the average annual citation rate. The most cited paper is by Xie and White (2006) which has been cited 41 times, followed by Li-Hua and Khalil (2006) which has been cited 37 times, and then Carraher et al. (2006) with 28 citations. The acceptance rate for the journal is currently 23.8 percent – which I would like to keep at around 20-25 percent which is similar to the other journals which I edit. I am working with some of the top scholars in the field to submit articles as well as looking for new members of the editorial review board and new submissions. I am also working to see about doing an interview with the CEO’s of the AACSB and EQUIS when they do their first joint presentation at the Academy of Management in Orlando, FL which I am scheduled to co-chair.

For the current issue we have four articles. The first is “Competitor analysis and accounting of social networking site service companies in China” by C.C. Steve Fong of Macao Polytechnic Institute, Macau, and John Wong of City University of Hong Kong. They employed Competitive Analysis and Accounting (CAA) spectrum to analyze the growth and development of Social networking site (SNS) service industry in China. The study illustrates competitive analysis and accounting in modern telecommunication business. It explores the perception of contemporary Management Accounting, and then raises an awareness of the relationship among accounting, business strategy, and social life. The next paper is “Towards a theory of nonfamily employees’ organizational identification and attachment in family firms” by Ezra Memili and Dianne H.B. Welsh, both of the University of North Carolina Greensboro. In their study they examine the nonfamily employees’ organizational identification in family businesses. Drawing upon stewardship and social identity theories, they proposed that nonfamily employees’ organizational attachment in family firms would be uniquely affected by family influence factors and nonfamily employees’ organizational identification. Furthermore, they expect that nonfamily employees’ organizational attachment would influence their tenure in family firms. Accordingly, they develop a theoretical model linking family influence factors (i.e. power, experience, and culture), nonfamily employees’ organizational identification, organizational attachment, and turnover intentions in family firms.

In the third article, “The evolution of social entrepreneurship: what have we learned” by Dianne H.B. Welsh and Norris Krueger, the authors report on the results of a survey of individuals teaching social entrepreneurship around the world. They found that social entrepreneurship education needs to be moved forward through a dedicated program of research that would include an examination of how social entrepreneurship is taught in China. In the fourth study, “The adoption of Toyota Way principles in large Chinese construction firms”, Gao Shang and Low Sui Pheng both of the National University of Singapore examine the implementation of lean manufacturing in the construction industry. This research is an empirical study of the Toyota Way model in China’s construction industry. The paper presents the results of a study conducted in China using a questionnaire survey to examine the extent to which the Toyota Way principles have been adopted by large Chinese construction firms. A total of 93 Chinese building professionals participated in the survey in China. The results show some encouraging findings, in that a number of actionable attributes derived from Toyota Way principles have been adopted. However, implementing firms may still be subject to falling into the same traps and making the same implementation “mistakes” as have been seen elsewhere, as they often deployed this comprehensive management model in less than systematic ways. I trust that you shall enjoy these papers and continue to both submit papers to the journal and cite papers from the journal.