Dong Chen, Ph.D.
Professor of International Business, College of Business Administration Loyola Marymount University
Media
Biography
Dong Chen has been a management professor in the College of Business Administration since 2004 and has taught courses in strategic management, international business, global strategy, business simulation, and business in China. Chen has also taught at Tsinghua University and Rutgers, the State University of New Jersey. He was a visiting researcher at Tsinghua Global Industry Institute, Samsung Economic Research Institute, and China Europe International Business School. Chen is a member of the Academy of Management, the Academy of International Business, the Strategic Management Society, and is a founding member of the International Association for Chinese Management Research.
Education
Rutgers University
Ph.D.
Management
2004
Renmin University of China
Ph.D.
Postgraduate Studies
1999
Renmin University of China
MA
Graduate Studies
1996
Renmin University of China
B.A.
Undergraduate Studies
1994
Social
Areas of Expertise
Industry Expertise
Affiliations
- Academy of Management
- Academy of International Business
- Strategic Management Society
- International Association for Chinese Management Research
Media Appearances
2020 FDI Report Release Interactive Webinar
World Trade Center Los Angeles (WTCLA) online
2020-05-27
A recent newsletter from LAEDC highlighted the WTCLA webinar on FDI post-Covid where Dong Chen was a panelist. His discussion can be found in the August issue of The Planning Report.
https://www.planningreport.com/2020/08/11/wtcla-attracting-retaining-foreign-direct-investment-post-covid
Articles
The impact of sub-national institutions on SMEs’ diversification into new businesses: Evidence from China
Entrepreneurship & Regional Development2020-05-01
This study explores how sub-national institutions affect the diversification of small and medium-sized enterprises (SMEs) into new businesses. Using a sample of 3240 SMEs in China, we found that the dominance of state-owned enterprises (SOEs) and the development of market systems in a province were related to local SMEs’ diversification. Specifically, in provinces dominated by SOEs, SMEs were less likely to diversify into new businesses. The development of market systems tended to reduce the odds of diversification for SMEs that primarily served local markets, and lower the likelihood of unrelated diversification. As a rare attempt to examine the impact of sub-national institutions on SMEs’ diversification, this study contributes to the research on diversification, institutions, and SME management.
A delicate balance for innovation: Competition and collaboration in R&D consortia
Management and Organization Review2019-03-05
This study examines how competitive and cooperative relationships within R&D consortia influence member firms’ innovation output. We propose a U-shaped relationship between the presence of market competitors for a member firm and the firm's joint R&D output with other consortium members, and examine how the relationship is mediated by interactions with other members at the firm level and moderated by collaborative efforts at the consortium level. Using a unique sample of 320 firms from 52 R&D consortia in China, we find support for our predictions. This multi-level study extends our understanding of competition and cooperation in multi-party networks and provides insights for creating a balance between the two forces that is conducive to innovation.
A reversal theory in internationalization: Case of Korean jewelry inside China
Chinese Management Studies2016-04-01
This paper aims to examine Korean jewelry manufacturers operating in China to assess the relationship between their perceptions of external risks and their intentions to relocate. The authors hypothesize that foreign firms finding risk in the current external environment are more likely to consider moving their facilities outside China. In particular, this paper explores whether firm performance and technological capability moderate the relationship between perceived external risk and relocation intentions.
Effect of foreign ownership on cost of borrowing: Evidence from small- and medium-sized enterprises in China
International Small Business Journal2014-09-01
This article draws upon a sample of more than 27,000 Chinese small and medium-sized enterprises (SMEs) to explore whether and how foreign equity investment in local SMEs affects the cost of debt. The results show that foreign ownership lowers the cost of borrowing for Chinese SMEs, and that this effect is stronger in more developed provinces. These findings contribute to evidence regarding the halo effect of foreign direct investment in emerging markets. This study also expands pecking order theory by demonstrating the signalling effect of equity structure characteristics on debt financing.
Biking for success: Lessons learned from China's competitive sectors
Leadership Excellence2013-07-01
Not available online
Asian American-founded ventures in Silicon Valley: Challenges, strategic partnership, and performance
Journal of Enterprising Culture2010-12-01
This paper examines the performance of Silicon Valley ventures with Asian-American founding teams. We review some challenges faced by these ventures, compare their performance with that of other ventures, and analyze the impact of strategic partnerships on their performance. Our results indicate that firms founded by Asian American entrepreneurs tend to require more time to reach initial public offering (IPO) status than do other ventures in Silicon Valley. Our results further show that, despite needing this extra time, Asian American-founded ventures significantly outperformed their counterparts in 12-month post-IPO share price gain. This superior short-term post-IPO performance suggests that Asian American firms, particularly those that lacked relationships with U.S.-based strategic investors, might have been undervalued prior to and at IPO.
Host-country policies and MNE management control in IJVs: Evidence from China
Journal of International Business Studies2009-12-24
In international joint ventures (IJVs), partner firms exert three types of management control: output, process, and social. Since management control critically influences IJV success, it is essential to understand what factors drive the development of the control system.
Improving sustainability: An international evolutionary framework
Journal of International Management2009-06-01
As emerging markets develop, foreign firms are being viewed less and less as providers of capital and/or technology, and more as integral parts of society in general, with much greater responsibilities that stem largely from their multinational roles. Recognizing these pressures and the increasing interaction between multinationals and societal institutions, we first briefly review the literature on role, stakeholder, and institutional theories, to develop a framework to improve our understanding of multinational sustainability.
Parent contribution and organizational control in international joint ventures
Strategic Management Journal2009-06-04
Organizational control scholars have recently noted how control use is not singular in organizations, but rather, different types of control are used to achieve different purposes. In international joint ventures (IJVs), we suggest that output, process, and social control are exercised by both foreign and local parent firms. We then hypothesize that a parent firm's usage of these three control types is influenced by its resource contributions. Using a sample of IJVs in China, we find that property-based contribution is linked with output and process control, and knowledge-based contribution is related to process and social control. The results also show differences in control practices between foreign and local parent firms. The findings provide important implications for the design and implementation of control systems in IJVs.
