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Ties, status, and internationalization of Chinese private firms

Zhu Zhang (Business School, University of International Business and Economics, Beijing, China)
Jiaqi Xue (Business School, University of International Business and Economics, Beijing, China)
Baoxin Qi (Shanghai International College of Intellectual Property, Tongji University, Shanghai, China)

Chinese Management Studies

ISSN: 1750-614X

Article publication date: 23 December 2021

Issue publication date: 2 January 2023

285

Abstract

Purpose

This study aims to investigate the role of network in affecting private firms’ internationalization decision. Specifically, it investigates the way that business ties, political ties and status influence an internationalization decision.

Design/methodology/approach

On the basis of the survey data collected from Chinese private firms, this study distinguishes business ties from political ties and introduces network status. Binary logistic regression is used to test the hypotheses.

Findings

Results show that private firms that have business ties are more likely to internationalize, whereas private firms that have political ties are less likely to internationalize. High-status private firms are more likely to internationalize. Political ties negatively moderate the relationship between business ties and internationalization. High-status firms with political ties are more likely to internationalize.

Originality/value

This study provides theoretical and practical contributions. Results complement previous research on social networks in the context of Chinese private firms and have implications for managers who exert effort to internationalize their firms.

Keywords

Acknowledgements

This paper is supported by the National Natural Science Foundation of China (71902027, 71772009), Science Foundation of Ministry of Education of China (20YJA630075), Beijing Social Science Foundation (17GLC040).

Citation

Zhang, Z., Xue, J. and Qi, B. (2023), "Ties, status, and internationalization of Chinese private firms", Chinese Management Studies, Vol. 17 No. 1, pp. 27-45. https://doi.org/10.1108/CMS-03-2020-0107

Publisher

:

Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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