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The purpose of this paper is to present Part II of an interview with Dr Anne Tsui, Motorola Professor of International Management. Part I – the scholarly journey, was published in JCHRM Vol. 2 No. 2, 2011. This part of the interview focuses on the following issues: how Dr Anne Tsui has developed her interest and passion in Chinese management research over the years; how Dr Tsui has contributed to the management field; what researchers should do in order to conduct quality management research in China; and what Dr Tsui has envisioned for the future opportunities and challenges of Chinese management research.

The paper reports a recent interview with Dr Anne Tsui, Motorola Professor of International Management at Arizona State University.

Anyone who is interested in quality management research in China should choose interesting topics that are relevant to the Chinese local context and grounded in local phenomena. Qualitative research method and cross‐cultural collaborations are highly recommended for Chinese researchers.

The interview shows the direction of the development of Chinese management research and provides practical advice to researchers in this field on how to conduct quality research in the Chinese context.

The paper presents a real‐world role model for junior scholars in management research.

This editorial essay aims to focus on research integrity and commitment to excellence by analyzing the transitioning symptom associated with the Chinese research community as causes for concerns in research ethics and misconduct. The authors highlight their editorial process and practice in safeguarding research integrity at JCHRM and address related ethical issues on duplicate submissions in relation to their editorial experience.

This article adopts an approach combining literature review and reflexive analysis.

The current academic misconduct and ethical concerns in China are caused by a number of concurrent counterforces: increased attractive opportunities in moonlighting; research mindset rooted in the traditional learning orientation on imitation and contemporary education on rote learning; and heightened publication‐based performance requirement enforced by the government and institutions. These counterforces are further complicated by the ongoing socio‐cultural context, e.g. the drinking and eating culture. The authors report their editorial steps in safeguarding research integrity and commitment to excellence. In relation to submitting translated published papers to an English journal, they emphasize that originality is the core. They are committed to facilitate the transition of Chinese HRM research community to conform to the international standard.

This article links professional ethics, research integrity, and commitment to excellence to developing Chinese scholarly human resources. It articulates specific goals, principles, and responsibilities of JCHRM editorial practices for promoting high‐quality Chinese HRM research.

Many FDI studies focus on the advantages that businesses can gain through internationalization and internalization. More recent research has indicated that such traditional theories or perspectives may not sufficiently explain the subsequent success or failure of a firm’s operation in a foreign country, because the advantages gained through FDIs could be greatly affected by their strategic management in the host country environment. This study focused on the issue of a firm’s resources on its subsidiary’s competitiveness in a foreign country. A survey was undertaken in China. All companies participating in the study were small and medium‐sized Singapore‐China joint ventures and Singaporean wholly owned enterprises in China. The findings indicated that the variance in a firm’s performance in a foreign country can be largely explained by the six dimensions of firm resources: (1) technological resources, (2) owner/top manager’s managerial skills and capabilities, (3) employee’s Guanxi skills, (4) employee’s professional/technical knowledge, (5) the firm’s internal relationships and, (6) the firm’s external relationships. Among these six dimensions, employees’ professional knowledge and Guanxi skills, as well as a firm’s internal and external relationships, are significant predictors of Singaporean SMEs’ success in China.

Work enthusiasm and organizational socialization (Training, Understanding, Coworker Support, and Future Prospects) were compared in two predominantly Chinese regions, i.e., Macau (a former Portuguese territory in China) and Zhuhai in the People’s Republic of China. Data were collected from 276 (96 Macau and 180 Zhuhai) full‐time, line‐level, ethnic Chinese employees in the two regions. Results revealed the Zhuhai employees to be much more enthusiastic at work. The Zhuhai employees also evaluated Training, Understanding, and Future Prospects more highly than did the Macau employees (no differences were found for Coworker Support). Regression analyses revealed Future Prospects to be the strongest predictor of work enthusiasm in Zhuhai, while education and years on the job explained most of the variance for work enthusiasm in Macau. The results of the comparisons are discussed in terms of the similarities and differences in the cultures and economic development of the regions.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

There have been so many examples of companies whose leaders have succumbed to doing business in unethical, unacceptable, unscrupulous, and unbelievably unworthy ways that it's no wonder the word “ethical” has shot up the popularity stakes in everything from mission statements to advertisements. But what is ethical leadership?

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The paper aims to empirically examine the questions of how top management team (TMT) characteristics, including TMT heterogeneity and vertical dyads differences between TMT and Board Director, influence entrepreneurial strategic orientation, as well as how industry environment and corporate ownership moderate those relationships.

The paper designs the panel data on the listed companies of China's Small and Medium-sized Enterprises Board for the period 2006-2010, and uses hierarchical regression analysis and grouping regression analysis when examining the relationships among variables involved.

The paper provides empirical insights about how top management team (TMT) characteristics, including TMT heterogeneity and vertical dyads differences between TMT and Board Director, influence entrepreneurial strategic orientation, as well as how industry environment and corporate ownership moderate those relationships. It suggests that, except for TMT educational background, the heterogeneity of TMT age, gender, functional experience, and the vertical dyad differences between TMT and board chairperson significantly and positively impact ESO. Furthermore, industry environment and corporate ownership will moderate the relationship between TMT characteristics and ESO.

This paper fulfills an identified need to study how top management team characteristics influence entrepreneurial strategic orientation, as well as how industry environment and corporate ownership moderate those relationships.

In order to influence the behaviour of their subordinates managers adopt several combinations of social power bases. Managerial behaviour differs depending upon the type of power base adopted. It is the author's belief that although managers in the same country exhibit different varieties of leadership behaviour, these differences get larger when cross‐cultural (national) comparisons are made.