Ravi Ramamurti. (2020). “Using Reverse Innovation to Fight Covid-19,” Harvard Business Review.

Anastasia Ufimtseva, Daniel Shapiro & Jing Li. (2020). How coronavirus is changing the rules on foreign investment in essential areas. The Conversation.

Jing Li, Jun Xia, & Zhouyu Lin. (2016). Cross-border acquisitions by state-owned firms: How do legitimacy concerns affect the completion and duration of their acquisitions? Available online. Strategic Management Journal.

Daniel Shapiro & Jing Li. (2016). Understanding the ‘Enigma’ of Chinese Firm M&A Performance: Confucius and Beyond. Management and Organization Review, 12 (2): 259-267.

Jing Li & Chang Hoon Oh. (2016). Research on emerging-market multinational enterprises: Extending Alan Rugman’s critical contributions. International Business Review, 25 (3): 776-784.

Jing Li, Jun Xia, & Zhouyu Lin. (2016). Cross-border acquisitions by state-owned firms: How do legitimacy concerns affect the completion and duration of their acquisitions? Available online. Strategic Management Journal.

Daniel Shapiro & Jing Li. (2016). Understanding the ‘Enigma’ of Chinese Firm M&A Performance: Confucius and Beyond. Management and Organization Review, 12 (2): 259-267.

Jing Li & Chang Hoon Oh. (2016). Research on emerging-market multinational enterprises: Extending Alan Rugman’s critical contributions. International Business Review, 25 (3): 776-784.

Chang Hoon Oh, Jing Li (2015). Commentary: Alan Rugman and the theory of regional multinationals. Journal of World Business, 50 (4), 631-633.

Victor Chen, Jing Li, & Daniel Shapiro. (2015). Subnational institutions and outward FDI by Chinese firms: The mediating role of firm-specific advantages. Multinational Business Review, 23(4): 254 – 276.

Chen, V., Li, J., Zhang, X., & Shapiro, D. (2014). Ownership structure and innovation: An emerging market perspective. Asia Pacific Journal of Management, 31(1), 1-24. Read the paper.

Gupta, S., & Dzharova H. (2014). Innovation and Adaptation: Continuing the Infosys Journey. IIMB Management Review, 26(4), 249-256. Read the paper.

Kwon, O. Y. (2014). Effects of social trust in economic development of the four Asian tigers. CNU Journal of Management and Economics, 2014, 3-30.

Li, Y., Vertinsky, I., & Li, J. (2014). National distances, international experience, and venture capital investment performance. Journal of Business Venturing, 29(4), 471-489. Read the paper.

Meyer, K. E., Ding, Y., Li, J., & Zhang, H. (2014). Overcoming distrust: How state-owned enterprises adapt their foreign entries to institutional pressures abroad. Read the paper.

Zhang, W., & Li, J. (2014). Crowdfunding in China: A case study of Peking University 1898 Café. (working paper)

Gupta, S., & Shapiro, D. (2013). Building and Transforming an Emerging Market Global Enterprise: Lessons from the Infosys Journey. Business Horizons, 57(2), 169–179. Read the paper.

Li, J., Chen, D., & Shapiro, D. (2013). FDI Spillovers at the National and Subnational Level: The Impact on Product Innovations by Chinese Firms. Management and Organization Review, 9(3), 413-435.

Li, J., Newenham-Kahindi, A., Shapiro, D., & Chen, V. (2013). The Two-Tier Bargaining Model Revisited: Theory and Evidence from China’s Natural Resource Investments in Africa. Global Strategy Journal, 3(4), 300-321.

Li, J., Vertinsky, I., & Zhang, H. (2013). The quality of domestic legal systems and export performance: theory and evidence from China. Management International Review, 53(3), 361-390.

Chen, V., Li, J., & Shapiro, D. (2012). Emerging-market multinational enterprises in developed markets: Exploring reverse spillover effects on parent firms. European Management Journal. Accepted.

Li, J., Li Y., & Shapiro, D. (2012). Knowledge seeking and outward FDI of Emerging Market Firms: The moderating effect of inward FDI. Global Strategy Journal. Accepted.

Li, J., Vertinsky, I., & Zhang, H. (2012). The quality of domestic legal systems and export performance: theory and evidence from china. Management International Review. Accepted.

Chen, D., Li, J., & Shapiro, D.. FDI knowledge spillovers and innovativeness of Chinese firms. (working paper) Read the paper.

Chen, V. Z., Li, J., & Shapiro, D. (2011). Are OECD-prescribed “good corporate governance” really good in an emerging economy? Asia Pacific Journal of Management, 28(1), 115-138. Read the paper.

Gupta S., & Palsule-Desai, O. (2011). Sustainable Supply Chain Management: Review and Research Opportunities. IIMB Management Review, 23, 234 – 245. Read the paper.

Li, J., & Li, Y.. Internationalization of emerging market firms: Research opportunities and methodological challenges. (working paper)

Li, J., Li, Y., & Shapiro, D.. Knowledge seeking and outward FDI of Chinese MNEs. (working paper)

Li, J., Newenham-Kahindi, A., Shapiro, D., & Chen, V.. Foreign Direct Investment in Natural Resource Industries in Africa: Chinese versus Western Models. (working paper) Read the paper.

Li, J., Vertinsky, I., & Zhang, H.. The quality of domestic legal systems and export performance: theory and evidence from China. (working paper) Read the paper.

Zhou, C., Wang, C., & Li, J.. Home-market advantages as the lever for Chinese outward foreign direct investments: case studies of cross-border acquisitions. (working paper)

Chen, V. Z. (2010). Benchmarking Canada-China economic relations. Canadian International Council China Papers No. 4, Toronto, Canada. Read the paper.

Chen V. Z., Li, J., & Shapiro, D. (2010). Are ‘good practices’ good in an Asian emerging market? Corporate governance structures and entrenchment by controlling owners. Forthcoming in Asia Pacific Journal of Management.

Globerman, S., & Chen, V. Z. (2010). Best policy practices for promoting inward and outward foreign direct investment. Conference Board of Canada Report, Ottawa, Canada.

Li, J., Chen, D., & Shapiro, D. (2010). Product innovations in emerging economies: The role of foreign knowledge access channels and internal efforts in Chinese firms. Management & Organization Review, 6(2), 243-66. Read the paper.

Li, J., & Li, Y. (2010). Flexibility versus commitment: MNEs’ ownership strategy in China. Journal of International Business Studies, 41(9), 1550-1571. Read the paper.

By Jiawei Zhang and Jing Li

Butler At Your Service Inc. was founded in September 2015 in Vancouver, BC. The company launched their mobile app, iButler, in May 2016. The company’s objective is to build an information exchange platform to facilitate communication between service providers and customers. iButler is not only an information exchange platform, but also serves as a service-monitoring platform. This means customers can leave their comments and feedback for others to review.

For the full case see here.

By Jiawei Zhang and Jing Li

Create World International (HK) Investment Management Limited was established in 2005. It has been involved in real estate since 2007. The company invested US$150 million in 2014 and partnered with a United States real estate development company to jointly develop a premium apartment project in Seattle, USA. The current chairman of Create World Group, Mr. Yang Hongpeng, claimed the success of this project would not be possible without the concept of crowdfunding.

For the full case see here.

By Jiawei Zhang and Jing Li

The Canada China Sports Foundation (CCSF) is a charity organization created in 2015 based on Chinese-style crowdfunding. Events are charitable in nature and their main point of focus is around sports. The foundation is dedicated to fostering greater exchange between Canada and China through sports. Mr. Wu Zili, the interviewee, is the Secretary General of the foundation. Mr. Wu believes the success of the foundation is inseparable from the ideas inherent to Chinese-style crowdfunding, the most important of which is “raising human capital” and “raising intellectual capital,” followed by joint founding, equal rights and obligations, dedication, as well as the willingness to collaborate and contribute. Mr. Wu is convinced the Chinese-style crowdfunding model could help build cohesiveness within the organization, because it offers a platform to meet people with similar goals and values, who are compassionate and willing to give without asking for anything in return.

For the full case see here.

By Jiawei Zhang and Jing Li

Mr. Wang Aiwen and 16 investors founded Logos Capital in 2016. The company is the product of Mr. Wang’s continuous exploration and practice based on Chinese-style crowdfunding. The company built a platform based on the concept of virtual capital. The main goal is to raise capital and to showcase high-quality projects. The company has a board of directors, a board of supervisors and shareholders. While the company has a similar management model compared to its competitors, they are different in terms of their investment strategies.

For full text read here.

By Jiawei Zhang

Chinese-style crowdfunding business model has been my research focus in the past several years and as its name suggests is a form of crowdfunding that originates in China. In my book Crowdfunding published last year in China, I suggest that this model is based on an offline platform aimed at soliciting talents, ideas and funds. It shares the same fundamental features of crowdfunding in its traditional sense, namely the three essential ingredients of any crowdfunding system: originator, platform and investor. Chinese-style crowdfunding is also known as “niche crowdfunding” which encompasses two core philosophies. First, the niche group under partnership mechanism is oriented towards their circle of friends or acquaintances or the circle of project originators who are like-minded with similar ideas; second, it is an innovative crowdfunding business model where the roles of consumers, investors and producers switch and integrate.

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Estimates indicate that roughly 25% of Earth’s population lacks access to safe drinking water, and nearly two million children die every year from waterborne diseases. WaterHealth India (WHIN) is attempting to tackle this complex challenge via a unique business model to provide cost-effective, sustainable and scalable water solutions to under-served communities in Indian rural arena. Contemplating on expansion plans and its recent debt financing, Mr. Shah, WHIN’s COO, is challenged to evaluate its business model sustainability in light of the dynamics of the rural market, scalability to urban areas and other regions, competitive environment, and entrepreneurial opportunities arising from alternative public-private partnership alternatives.

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This case explores Nuru International, a non-profit enterprise established in 2008 with the mission to ‘end extreme poverty throughout the world’. Jake Harriman, the founder and CEO of NURU, together with his team are on the onset of diversifying crop offerings among Kenyan farmers in an attempt to alleviate challenges stemming from severe climatic changes and low-crop quality. As 2014 is the first year for Kenyan farmers to grow alternative crops, the Nuru team faces the challenging task of convincing farmers to embrace diversification. Additionally, as part of its proof of concept philosophy, Nuru is establishing operations in Ethiopia. There, Nuru has to identify best marketable crops and promote these among Ethiopian farmers while empowering and engaging local leaders in the process. Finally, the team is looking for financing opportunities for Nuru’s entrepreneurial mission. Their funding opportunities come from the private markets, the philanthropic market, and the impact investing space. They are carefully analyzing these options and looking for alternatives in capital markets. Pondering on Nuru’s rewarding experience with KIVA, a web-based lending platform, the team wonders if crowdfunding may be a viable option to finance Nuru’s operations in Ethiopia. They are interested in equity crowdfunding but are not sure what might be the associated opportunities and risks. They, therefore, need to assess the merits of the practice and decide on how compelling it is for Nuru’s expansion plans to Ethiopia.

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TCL Communication Technology Holdings Ltd. (referred to TCL Communication hereafter), a subsidiary of TCL Corporation, is a China-based, global-oriented mobile handsets provider. TCL Communication established a joint venture with Alcatel Mobile Phone in 2004 and converted it into a wholly owned subsidiary in the subsequent year. After 18-month losses since the establishment of the joint venture, TCL Communication finally became profitable in 2006. This case examines the key issues facing TCL Communication after the joint venture with and acquisition of Alcatel Mobile Phone as well as the critical factors that led to the turnaround of TCL Communication. We interviewed three senior managers at TCL Communication in April 2011 and presented in the case our dialogue with them. We found the key issues that determine the success of the joint venture/acquisition are related to how the two companies managed their national and corporate cultural differences, how they built trusting relationships, and how they integrated valuable knowledge from both sides. Although it took time for TCL Communication to realize that product quality is the key to success, its dedication to improving product quality after the realization had eventually earned it respect by Alcatel employees and international telecommunications operators, which ultimately led to the performance turnaround of TCL Communication.

In 2009, Beijing Automotive Industry Holding Co Ltd (BAIC), a state-owned holding company, acquired intellectual property rights and production equipment from Saab Automobile, a Swedish carmaker owned by General Motors (GM) that had fallen to hard times. To understand the motive and process of the acquisition, we interviewed two senior managers in BAIC in March 2011. We found that although BAIC was offered ownership of Saab’s entire operations, BAIC decided to purchase only the technology that they needed in order to achieve their goal of creating their own brands. BAIC learned from the mistakes made by previous Chinese acquisitions and pushed for technology acquisitions rather than operations acquisitions with Saab. The success of the acquisition, for the most part, was credited to several members of the purchasing team who had prior experience working internationally for Western automobile companies. They played a key role in identifying the technologies required for BAIC to reach its goal of developing its proprietary car.

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