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Recognising interest in the nascent “rise of China”, the purpose of this paper is to engage with the normative social science approach to comparative management, positing that it is inadequate for an enlightened view of the Chinese subject.

This paper presents a critical appraisal of extant literature, specifically Redding's The Spirit of Chinese Capitalism, by drawing resources from Fabian's epistemological critique of anthropology and Levinas' ethics to replace ontology as first philosophy, and by reference to historical studies on China's economic culture and its language.

Attention is drawn to how Redding's research subject is made an object of knowledge. In the objectification process, the subject's continuity is interrupted, its voice deprived, and its capacity for dialogue denied. This is evident in Redding's framework for analysis. Indeed, his Weberian social science template manifests a certain “imperialism of the same” and is symptomatic of much in comparative management regarding non‐western subjects. After critique, this essay then explores a supplement to Redding.

The paper proposes three principles for finding one's way out of objectification: ethics before “knowledge”, justice before “power”, and dialogue before “vision”.

The paper contributes to discourse on how comparative management must transcend its imperial social science legacy before it can find a just footing, and be born again.

The context of Hong Kong has nurtured numerous small‐ and medium‐sized enterprises (SMEs) in which the owner/managers have exhibited rather consistent set of characteristics over decades despite shifts in the industrial structure. The purpose of this paper is to investigate how such characteristics can sustain in different industrial environments.

By using the competency approach on a sample of 153 SME owner/managers in the wholesale trade and IT services industries, we conducted hypothesis testing on comparing first, the overall rankings of ten competency areas for SME owner/managers, and second, the ratings of individual competency areas between the two industries.

While there are consistent patterns of competencies across these two contrasting industries in Hong Kong, the owner/managers in IT services industry have significantly higher ratings in innovative, strategic and learning competencies than those in the wholesale trade industry.

Entrepreneurial competencies are not only stimulated or sharpened by the requirements of different industrial environments, but also rooted in the common socio‐cultural background of the owner/managers.

With the ever closer economic and socio‐cultural integration with China, a completely new pattern of entrepreneurial competencies may be required in a new context of entrepreneurship in Hong Kong.

The application of the competency approach allows us to investigate the respective impacts of industrial and socio‐cultural factors in the development of entrepreneurial characteristics, particularly those about Chinese SME owner/managers in Hong Kong.

The purpose of this paper is to explore the nature and process of leadership in a mid‐sized, family‐controlled bank in Singapore in order to understand how it grew and developed under family control.

The paper draws on distributed leadership as a theoretical framework in exploring how a major corporate acquisition was conceived and undertaken to advance the bank's growth and development. Data were obtained through structured interviews with managers based on a three‐part discussion protocol following a pre‐interview questionnaire.

An “extended” system of leadership involving different levels of managers is developed that successfully completed the acquisition and produced significant growth from the combined businesses.

Based on a single case, the paper does not claim that the observed phenomena are typical of mid‐sized family‐controlled businesses (FCBs). However, for scholars, the paper suggests how studying leadership practice in such FCBs may produce insights that challenge the popular view of an all‐powerful family leader by substituting a more nuanced perspective of a collaborative leadership system that facilitates entrepreneurial activity down the firm.

For managers, the study suggests how deeply developed collaboration among different levels of managers may produce competitive advantage for FCBs that seek further growth and development.

It is suggested how further research of the growth processes of mid‐sized FCBs may maximize the value of entrepreneurial opportunities for their “extended” family of stakeholders, specifically for their customers with whom FCBs typically enjoy close relations.

The paper fills an empirical gap in the literature on competitive, mid‐sized FCBs by articulating a process in which a unique competency is developed for their ongoing survival as a family‐controlled enterprise.

This study aims to investigate the presence of the audit partner ethnicity on audit fees within the Indonesian context.

The sample consists of 803 firm-year observations from the Indonesia Stock Exchange during the period of 2014–2018. The study uses fixed-effect regression analysis to examine the relationship between audit partner ethnicity and audit fees.

This study reveals that firms audited by audit partners from the main ethnic group demonstrate lower audit fees, indicating a more extensive audit business network for this particular group of auditors compared to those from minority ethnic groups. Particularly, the study finds that firms audited by audit partners from the three largest ethnicities, namely, Balinese, Javanese and West Sumatranese, are associated with lower audit fees compared to others. These findings further contribute to the existing narrative and literature that highlight the ethnic background of audit partners as a form of social capital that influences lower audit fees.

This study provides valuable practical and academic implications regarding the impact of audit partner ethnicity on audit fees. The findings highlight the importance for audit firms to strive for a balanced representation of ethnic diversity in their auditor characteristics, as it can positively influence both governance and marketing strategies. By recognizing and addressing the significance of ethnic diversity among audit partners, firms can enhance their overall effectiveness and success in the auditing profession.

This study makes a unique contribution by providing empirical data on audit pricing theory in Indonesia, specifically focusing on the role of ethnic diversity as a determinant of audit pricing. Previous research has not extensively explored the connection between auditor ethnicity and audit fees, particularly in relation to the business network as a channel mechanism. The theoretical explanations for the fee differentials have also been limited in prior studies. The current study addresses this gap by offering a theoretical basis that highlights the advantage of the dominant ethnic group in establishing an efficient audit market system. Consequently, these auditors are able to charge lower fees to clients without compromising on the quality of their services. This finding aligns with the existing literature on audit fees and underscores the importance of the main ethnic group in fostering an effective audit market, resulting in lower audit fees compared to mixed audit markets.

This paper aims to explore the interlock-performance relationship among mainland Chinese firms listed in Hong Kong by taking advantage of a relationship-intensive context whereby such a link is likely to be especially important. Although strategic networks such as interlocking directorates have been found to affect a number of strategic behaviors, the link connecting board interlocks and corporate performance has remained ambiguous. Considerable light has been shed on the strategic networks of firms whose shares are listed abroad, which have been under-studied despite their rising importance in the global economy.

Data come from a particularly interesting historical period – the early 1990s prior to Hong Kong’s 1997 handover to China. Both quantitative and qualitative research have been used.

Empirically, it was found that good performance in an earlier period helps draw outside directors in a later period, and that network centrality and certain types of interlocks help improve performance, albeit with varying degrees. Overall, our results answer the question whether strategic networks such as interlocks matter for corporate performance with a qualified “yes”.

Taking advantage of a relationship-intensive context, this article explores the interlock-performance relationship among mainland Chinese firms listed in Hong Kong. Focus is specifically on the two years, 1993 and 1995, due to their specific historical importance because these two years represent the beginning of Chinese firms’ listing in Hong Kong.

Guanxi has been a popular research topic but commentators do not have consensus on its ethical and positioning aspects. Attempts to tackle these two aspects and the problem of guanxi and favor according to a survey in a Sino‐Hong Kong business negotiation environment. Respondents perceived that there are four dimensions within the guanxi concept, i.e. opportunism, dynamism, business interaction, and protectionism. According to these four dimensions, they can be segmented into three clusters, i.e. the preserver, the wiser, and the braver. Different clusters have different psychological approaches to Sino‐foreign negotiation but there is no difference in their perceptions towards the relationship between guanxi and favor. Concludes that guanxi is basically ethical and it can be used as a positioning strategy in China. However, there is some evidence to suggest that guanxi and favor are sensitive and situation‐specific, but further research is needed to confirm these claims.

The purpose of this study offers a theoretical model, hypotheses and empirical analyses of how formal and informal institutions influence the ease of market entry of startups in the context of India.

A theoretical model based upon institutional and market entry theories is presented with hypotheses. Structural equation modeling is used to test the hypotheses.

Results of the study suggest that college preparations and a culture of creativity and innovation are positively related to ease of market entry by Indian startups. A culture of personal success is negatively related to ease of market entry. Government assistance related to ease of market entry is not significant.

This paper offers a new perspective, linking formal and informal institutional influences to startup ease of market entry. In addition, informal institutions are viewed from the cultures of personal success and creativity/innovation within the entrepreneurial domain, which is also new to the literature. This paper offers specific insights in the context of India startups and offers some interesting findings that can contribution to the literature, policy and practice.

The purpose of this paper is to study the effect of paternalistic leadership of the boss on the trust of the subordinate.

The present study adopted survey method to test the hypotheses. Paternalistic leadership style was measured by a 24-item scale developed by Cheng et al. (2004). Trust was measured by a four-item scale by Schoorman and Ballinger (2006). Data were collected from a sample of 253 respondents.

The results show that in India, paternalistic leadership style leads to subordinate trust. The result further found that though benevolent and moral leadership leads to trust, authoritarian leadership does not lead to formation of trust.

The study has important implications in areas like managing leader–member relations, leadership training and team efficacy.

Leadership researchers in Indian context have largely adopted etic approach which attempts to generalize Western leadership theory to Indian context. However, uncritical adaptation of techniques developed in Western context may not be effective in the Indian cultural environment. The concept of paternalistic leadership was developed in Chinese context, but as India scores high on paternalism, the present study uses the paternalistic leadership style to study its effect on subordinate’s trust on leader.

Applying social concepts to the social relations that the entrepreneur maintains, this research seeks to identify the impact of these relationships, and the learning that might result from them, on the decision‐making process. A social and conversational model of experiential learning is put forward, where learning and influence are seen to emerge as part of an ongoing negotiated process. This argument complements Kolb's “fundamentally cognitive” theory of experiential learning, by challenging the view that the learner should be viewed as an “intellectual Robinson Crusoe”, and stating that even when an individual reflects and theorises their thoughts have a social character. Data were collected using critical incident technique through one‐to‐one in‐depth interviews over several weeks. The paper goes some way to confirm the importance of networks in the business development process, helping further to define how networks exist. The learning identified, is understood therefore as part of an ongoing negotiated process within a complex network of domestic, voluntary, commercial and professional relations.