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Learning and Growth of New Technology Ventures in China's High Technology Industries
Both researchers and
practitioners have been increasingly attentive to the significant growth of
technology ventures in China. In fact, several Chinese technology ventures are
starting to develop global reputations. For example, Lenovo (the former Legend
Group), China's top PC-maker founded in 1984 with 11 people and US$25,000
initial inputs, has recently acquired IBM's personal computer business for
almost US$ 2 billion. Yet, technology ventures in China are generally lacking
technology and marketing resources and capabilities. Thus, it is imperative to
know how these Chinese technology ventures learn in order to catch up with
foreign firms in technology intensive industries. In this panel, we aim to
advance the literature by focusing on the learning behaviors of both Chinese
domestic ventures and foreign entrants in China's high technology industries.
This panel is important both theoretically and practically. First, research
papers in this panel will not only focus on the types of learning approaches
(exploratory and exploitative) used by prior research, but also explore the
interactive learning between domestic ventures and foreign entrants in China's
emerging market. Also, we extend prior work to enhance our knowledge of
organizational learning by exploring how institutional factors affect
organizational learning. Given the rapid growth of high technology ventures in
China and their increasing importance in the global market, research results
from this panel would allow managers of new ventures to fully understand the
role of organizational learning in contributing to new venture growth. The
findings will also provide managerial insights for multinational firms who have
entered or are attempting to get into the high technology industries.
This
panel also significantly extends what we did in the 2003 Conference hosted by
Texas A&M University at College Station. In the 2003 conference, we focused
on growth strategies of new technology ventures in China. We attempted to
understand how Chinese technology ventures achieve market growth through
internal growth and strategic alliances. After the Conference, we organized a
Professional Development Workshop on this topic at the Academy of Management
Annual Conference 2004 in New Orleans. Based on the contributions of the panel
members, Haiyang Li is editing a book (with about 14 chapters included) titled "Growth Strategies of New Technology Ventures in China" which will be published
by Edward Elgar Publishing Co. Clearly, our new research proposal for the 2005
Conference will help us better understand how technology ventures grow in
China's high technology industries from a learning perspective. Particularly, we
add to the literature by exploring how both domestic ventures and foreign
entrants learn independently and interactively in this context.
