Grounded in institutional theory, this study delves into the heterogeneous responses of politically connected top executives (PCTEs) to uniform institutional requirements for corporate environmental responsibility (CER). Specifically, we scrutinized the moderating role of organizational visibility in shaping the association between PCTEs and both environmentally responsible and irresponsible practices. Analyzing data from listed Chinese firms in heavily polluting industries spanning from 2010 to 2018, the findings indicate that PCTEs contribute to an increase in firms’ environmentally responsible activities and a decrease in their environmentally irresponsible activities. Notably, the impact on environmentally responsible activities is significant only for privately controlled PCTEs. Furthermore, the moderating influence of organizational visibility is validated. The implications of these findings for the broader research on political connections and CER are thoroughly discussed.

While the innovation behaviors of family firms (FFs) have attracted burgeoning scholarly attention, few studies have investigated how intergenerational succession, one of the most critical aspects of family dynamics changes among FFs, affects innovation behaviors. Based on the socioemotional wealth perspective (SEW), we have introduced a concept of innovation decoupling that refers to the tendency of prioritizing the symbolic disclosures over substantive changes of innovation and proposed that FFs that have experienced intergenerational succession would exhibit a greater extent of innovation decoupling. By tracking a sample of Chinese publicly listed FFs from 2012 to 2021 while applying the machine learning approach, we have confirmed the proposition and further unveiled that such inclination becomes weaker when the focal FF is influenced by the family affective endowment and the successor with ascribed bureaucratic connections. Overall, this study brings new nuances to the knowledge of the innovation behaviors of FFs by highlighting the inter-firm heterogeneities and impacts of family dynamics.

Firms adopt different strategies to achieve sustained profitable growth. We argue that the success of sustained profitable growth relies on the alignment between a firm's prior and subsequent strategy. This study views a firm's prior strategy, i.e., growth-oriented vs profit-oriented, as a primary driver of future sustained profitable growth. We adopt the resource-based view to understand the types of resources required for these two strategies. We argue that to achieve sustained profitable growth, growth-oriented firms need to enhance their firm-specific advantages by developing valuable, rare, inimitable, and non-substitutable resources such as technology and brand. In comparison, profit-oriented firms must identify versatile resources to capture growth opportunities and manage growth by successfully replicating their profitable operations. Low turnover in senior management could help profit-oriented firms achieve this goal. We find support for the arguments in a sample of 3,802 listed firms worldwide from 1992 to 2019.

While prior research has suggested that justice matters for multinational enterprises (MNEs), whether distributive justice affects a subsidiary's tendency to show initiative remains unclear. In this study, we postulate that the extent to which a subsidiary manager regards the sharing of profit and rewards from the headquarters as fair has a curvilinear relationship with the subsidiary's inclination to take initiative. Specifically, although a low to moderate level of distributive justice can motivate subsidiaries to show initiative, this stimulating effect will diminish when distributive justice goes beyond a certain threshold. We furthermore contend that this non-monotonic effect will differ between low internally embedded subsidiaries and high embedded subsidiaries. Results based on a sample of subsidiaries owned by MNEs in Taiwan support our arguments. Implications for theory and practice are discussed.

Most existing literature treats family culture as a static and deterministic factor with a double-edged effect on the competitive advantage (CA) of family firms while overlooking its dynamic nature. Moreover, limited literature addresses how to solve this double-edged problem. This study fills these gaps by examining how family culture can generate sustainable CA from the lens of the affordance perspective. A three-stage process model is developed based on a longitudinal case study of Baiyun, a Chinese family firm with over a 100-year family history. This model suggests that family firms should intentionally adopt appropriate sensemaking and sensegiving strategies tailored to different stakeholders and dynamic entrepreneurship situations to effectively leverage the natural and designed affordances of family culture. By cultivating efficiency, emotional, and value identifications among internal and external stakeholders, these sensegiving strategies facilitate family collaboration, continuous trust, strategic focus, and extensive ecological synergy, which serve as the key sources of CA. Ultimately, the model emphasizes that the key to managing the double-edged effect lies in the four sensemaking strategies taken by family firm leaders. This study sheds light on the dynamic interplay between family culture, environment, strategies, and CA, offering actionable insights for family firms.

The flourishing nature of family business research is evident not only in the growth of the number of studies published in top-tier journals over the past several decades (Daspit, Madison, Nordqvist, & Sieger, 2024; Rovelli, Ferasso, De Massis, & Kraus, 2022) but also in the number of studies that explore family business research outside Western contexts (e.g., primarily the US). An excellent example of such pioneering research is the literature review by Fang, Singh, Kim, Marler, and Chrisman (2022), published in the Asia Pacific Journal of Management. Their paper not only accumulates knowledge about Asian and particularly Chinese family firms (over 30% of articles in Fang et al. (2022) are on Chinese family firms) but also compares the findings to those in Western contexts, inspiring further exploration and theorization.