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HOW ORGANIZATIONAL CULTURE SHAPES COMPETITIVE STRATEGIES: A COMPARATIVE CASE STUDY OF TWO E-COMMERCE FIRMS IN CHINA
PACIS 2008 Proceedings
  • Qiang Ye, Florida Atlantic University, USA
  • Qing Hu, Florida Atlantic University, USA
  • Yijun Li, Florida Atlantic University, USA
Publication Date
7-3-2008
Abstract
Many well-established multinational firms have been attracted to China by its tremendous market size and fast growing economy. While many have succeeded and enjoyed significant returns on their investments, some have failed and suffered significant financial losses. In the e-commerce market, failures seem to be more frequent than successes. In this study, we attempt to find some answers as to why e-commerce market is especially tough for foreign firms by using a comparative case study in which the epic battle of two giants in Chinese C2C market during 2004-2006 is analyzed. We argue that other things being equal, the local firms have an embedded competitive advantage if the management can transform a better understanding of the national culture into an organizational culture of innovativeness and market responsiveness. Such organizational culture, according to the resourced based view, could have significant impact on the competitive strategies and eventually determine the market performance of the firm.
Citation Information
Qiang Ye, Qing Hu and Yijun Li. "HOW ORGANIZATIONAL CULTURE SHAPES COMPETITIVE STRATEGIES: A COMPARATIVE CASE STUDY OF TWO E-COMMERCE FIRMS IN CHINA" (2008)
Available at: http://works.bepress.com/qing_hu/26/