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The past 40 years of reform and opening up have seen the role of core competence receive unprecedented attention because of the impact of the new normal economy as well as the pressure of transformation and upgrading. Few Chinese enterprises have effectively constructed core competence, and there is also a lack of strategic perspective and contextual embedding of its construction process in theory. This study aims to analyse the unique contextual characteristics of China in the transitional period and the impact on the core competence construction of Chinese enterprises and proposes its construction mechanism for Chinese enterprises.

Through theoretical deduction and speculation, this paper analyses the process of concept formation, clarifies the concept, analyses its connotations and structure and emphasises its relativity. Based on a review of the theoretical research on the core competence construction process and an analysis of dual contextual impact, this paper puts forward a mechanism for core competence construction.

The results reveal that four specific characteristics of entrepreneurs in balancing and coping with the dual nature of external context constitute the key driving force for a Chinese enterprises’ core competence construction; under the influence of this driving force, the core competence construction mechanism includes process mode, knowledge source, management mode and key success factors.

Approaching it from a Chinese context, this study deepens the concept of core competence; enriches and develops the research related to the core strategic research proposition of its construction; and provides positive significance for Chinese enterprises to effectively build, develop and strengthen core competence and enhance their international competitiveness.

The impact of executive characteristics on firm internationalization has already been extensively explored. However, relatively few studies have examined the critical role of chief executive officer (CEO) personality attributes, and especially CEO openness, in firm internationalization. This research aims to deepen the understanding of firm internationalization, by exploring whether and when CEO openness influences firm internationalization.

A sample of private high-tech listed firms in China is used, with data from 2004 to 2020.

Based on upper echelons theory, this study theorizes and finds that CEO openness will positively influence firm internationalization. Further, based on the behavioral theory of the firm, this study finds that the performance aspiration gap weakens the positive effect of CEO openness on firm internationalization, but also finds that the potential slack strengthens this effect.

First, the study reinterprets firm internationalization strategies from the perspective of CEO openness, a personality attribute; CEO openness is an important but so far rarely discussed topic in the field of international business. Second, for the first time, problemistic search and slack search into a research framework are introduced to explore the relationship between CEO characteristics and firm internationalization. This approach can further define the boundary conditions under which CEOs can project their values, preferences and personalities into the process of formulating and implementing a firm's internationalization strategy.

Based on the socio-emotional wealth and agency theories, this study empirically investigates the impact of family ownership and management on green innovation (GI) in family businesses, as well as the moderating effects of institutional environmental support factors, namely, the technological achievement marketisation index and the market-rule-of law index.

This study empirically tests the hypotheses based on a sample of listed Chinese family companies with A-shares in 14 heavily polluting industries from 2009 to 2019.

There is a U-shaped relationship between the percentage of family ownership and GI, and an inverted U-shaped relationship between the degree of family management and GI. Additionally, different institutional environmental support factors affect these relationships in different ways. As the technological achievement marketisation index increases, the U-shaped relationship between the percentage of family ownership and GI becomes steeper, while the inverted U-shaped relationship between the degree of family management and GI becomes smoother. The market rule-of-law index weakens the U-shaped relationship between family ownership and GI.

First, the authors enrich the research on the driving factors of GI from the perspective of the most essential heterogeneity of family businesses. This study shows nonlinear and opposite effects of family ownership and management on GI in family firms. Second, this study contributes to the literature on family firm innovation. GI, not considered by researchers, is regarded as an important deficiency in research on innovation in family businesses. Therefore, this study fills that gap. Third, the study expands research on moderating effects in the literature on GI from the perspective of institutional environmental support factors.

In recent years, the phenomena of “accelerating” and “jumping” during the international expansion of Chinese enterprises have attracted a lot of attention from scholars. However, while a CEO’s career horizon can significantly affect his or her enterprise’s strategic decision-making, few studies have explored the role of CEO career horizon in terms of “accelerating” and “jumping” internationalization.

Based on a sample of China’s A-share listed manufacturing companies from 2008 to 2017, this study explores the impact of CEO career horizon on the internationalization pace and international rhythm of enterprises.

First, the shorter the CEO’s career horizon, the more likely the CEO can avoid risky strategic decisions, which ultimately causes a negative relationship between CEO career horizon and the internationalization pace and rhythm of the enterprise. Second, for larger and older boards of directors, there is a more negative impact of the CEO’s short-term career horizon on the internationalization pace and internationalization rhythm of the company. However, given a larger proportion of female directors and non-executive directors, the CEO’s short-term career horizon has a weaker negative impact on international pace and the rhythm of internationalization.

First, based on upper echelon theory, this study interprets the influence of CEO career horizon on the time dimension of corporate internationalization (including internationalization pace and international rhythm), deepening the theory’s explanatory power. Second, by clarifying the important predictive effect of CEO career horizon on internationalization pace and international rhythm, this research enriches extant research on both variables’ antecedents, as well as that on the influence of CEO career horizon. Finally, by introducing the regulatory role of the board’s supervisory ability, this study clarifies the boundary conditions for the influence of the CEO’s career horizon on international pace and rhythm, and it expands the literature on how CEOs and boards of directors can influence corporate strategic decisions during the internationalization process.

The purpose of this paper is to analyse the development strategies of two Chinese global players in the high‐tech sectors.

The paper adopts a case‐study approach on Huawei Technology Co. Ltd (Huawei) and Jing‐Hua Optical and Electronics Co. Ltd (JOC).

While Huawei's first strategic decision was that of becoming a leader on the domestic market, the key choice for JOC was that of acquiring a European firm. However common features emerge: persistent investment in R&D, strategic collaboration with universities and presence of government supporting policies, even though the case studies suggest the existence of thresholds for firms to access the benefits of government policy.

The results pave the way for more general discussions on the emergence of champions of excellence in China. They reinforce the idea that Chinese industrial development is built on non‐conventional catching‐up processes at the country, local and firm level. They confirm that in order to fully catch the success of national Chinese champions the role of government policies should be better investigated.

Results highlight the importance of R&D investment and technology transfer also for SMEs in high‐tech sectors. As for policy makers, the practice of official institutional recognition – a well experimented form of rewarding used in China – might be an effective way to stimulate virtuous imitative processes.

The comparison of these two global players is itself original. Moreover there is a valuable attempt to understand from a national champion's perspective the importance of supra‐firms factors such as collaboration with other institutions and government policies.

Compared with the fierce price competition in 1998, the well‐order price competition is witnessed in Chinese iron and steel industry now and the pricing behaviors of steel firms also follow the certain rules. Based on the methods of collecting the secondary data and interviewing, this paper examines the pricing behaviors of firms to explain the how Chinese steel firms make their pricing decisions and maintain the well‐order competitive relationship among them. The authors found out that (1) most Chinese steel companies adopt a kind of strategic perspective in their pricing decision making, in which understanding of the market trend and the close attention to their competitors are both important; (2) there obviously exists price leader and followers in Chinese iron and steel industry, and the relationship between price leader and followers is relatively stable and the factor behind this phenomenon is the existence of a kind of informal platform of communication among competitors, government and trade associations.

This study aims to investigate the factors and mechanism which influence the doctor’s social and economic benefits from the perspective of social capital.

This paper mainly investigates the factors and mechanism influencing the doctor's social and economic benefits from the perspective of social capital and then constructs a doctor's social capital model and discusses the effects of doctor's social capital on their economic and social benefits; what is more, this paper also considers the moderating effect of patients’ group behavior.

The results show that the doctor's social capital has a positive and significant effect on doctor's economic benefits, while it has a negative and significant effect on doctors' social benefits. Patients’ group behavior plays an important moderating role; in particular, the number of online patients of doctors can effectively strengthen follow-up patients’ positive perception of the doctor capital, while the number of offline patients has a negative effect on doctors’ economic benefits, but it can reduce its negative impact on doctors’ social benefits by establishing trust between patient and physician.

This paper enriches the relevant research of social capital theory in the medical field and broadens the research about online health care. For platforms, they should give more attention to doctors and their income issues, which is of great significance for their healthy and sustainable development.