教授与研究

白 思迪

Steven White

新华都商学院研究员
清华大学经济管理学院副教授

 

 

 

 

 

 

简介

白思迪博士是新华都商学院研究员,清华大学经济管理学院副教授,INSEAD商学院亚洲商业和比较企业管理学助理教授。在麻省理工学院取得博士学位后,曾任教于香港中文大学和香港科技大学。

白博士主要侧重于研究有关契合性的两个方面的问题。一是群体和公司间的关系契合,即如何创建一个可以增加关系价值的“合作优势”。二是调查实现和维持战略契合的过程,尤其关注创新在其中的作用。他的著述见诸于很多学术刊物,如《战略管理杂志》、《管理研究杂志》、《研究政策》、《管理学会杂志》、《国际工艺技术管理杂志》、《研究与发展管理》、《亚太管理杂志》和《组织研究》等。

白博士是管理学会、欧洲组织研究、战略管理协会、亚洲管理学会和中国管理研究国际学会的成员。他还是《亚太管理杂志》的副主编。
 

教育经历

杜克大学学士
日本国际大学硕士
美国麻省理工学院管理学博士
 

主要研究领域

组织间关系的合作、中国企业的创新、中国风险投资行业、企业家对关键外部关系的管理
 

学术文章

期刊论文(国际)

1.Distinguishing costs of cooperation and control in alliances. Strategic Management Journal, 26:913-932 (2005, with Steven Lui).
2.Financing new ventures in China: System antecedents and institutionalization. Research Policy, 36:894-913 (2005, with Jian Gao and Wei Zhang).
3.Cooperation costs, governance choice and alliance evolution. Journal of Management Studies, 42:1383-1412 (2005).
4.Windows of opportunity, learning strategies, and the rise of China’s handset makers. International Journal of Technology Management, 36:230-248 (2006, with Wei Xie).
5.Sequential learning in a Chinese spin-off: The case of Lenovo Group Limited. R&D Management, 34:407-422 (2004, with Wei Xie).
6.Stakeholders, structure and the failure of corporate governance reform initiatives in post-crisis Thailand. Asia Pacific Journal of Management, 21:103-122 (2004).
7.Organizational and industrial response to market liberalization: The interaction of pace, incentive and capacity to change. Organization Studies, 23:917-948 (2002, with Greg Linden).
8.Rigor and relevance in Asian management research: Where are we and where can we go? Asia Pacific Journal of Management, 19:287-352 (2002).
9.Comparing innovation systems: A framework and application to China's transitional context. Research Policy, 30:1091-1114 (2001, with Xielin Liu).
10.Competition, capabilities and the make, buy or ally decisions of Chinese state-owned firms. Academy of Management Journal, 43:324-341 (2000).
11.Alternative transition trajectories for market structure and firm strategy in China. Journal of Management Studies, 38:103-124 (2001, with Xielin Liu).
12.Organizational processes to meet new performance criteria: Chinese pharmaceutical firms in transition. Research Policy, 27:369-383 (1998, with Xielin Liu).
13.An exploration into regional variation in innovative activity in China. International Journal of Technology Management, 21:114-129 (2001; with Xielin Liu).
14.A survey of Chinese technology and innovation management literature, 1987-1997. International Journal of Technology Management, 21:130-150 (2001, with Xielin Liu and Wei Xie).
15.Foreign technology and domestic inputs’ relative contributions to innovation in Chinese manufacturing industries. Technovation, 17:119-125 (1997, with Xielin Liu).

案例

1.Shanghai Automotive and Ssangyong (A), (B) and (B) Covers the pre- and post-acquisition issues that Shanghai Automotive had to manage in its acquisition of a majority stake in South Korea’s Ssangyong Motors.
2.IBM in China: Responding to Government's Social Initiatives Given the Chinese government’s recent emphasis on “harmonious society” and “modern socialist countryside”, what if any changes should IBM make in its business activities, organization or approach to corporate social responsibility?
3.IBM in China: Designing a Stakeholder Assessment Team
4.Lingyun Acquires GSB (A) & (B) Cathay Biotech and Degussa (A) Should a small Chinese biotech firm form an alliance with a large multinational chemical firm in order to exploit its proprietary and potentially disruptive technology?
5.Müller: China-Bound? (A) & (B) Guenter Hahne & (C) Marc Schmidt A high-end, mid-sized German office furniture design and manufacturing firm must consider whether and, if so, what kind of entry into China would be appropriate for them
6.Dynamic Strategic Alignment Summary of major strategy concepts and frameworks integrated around strategic alignment (among elements of a firm and with features of the environment) as the source of competitive advantage and performance.
7.Strategic Analysis and Action Manual to be used in a strategy workshop for participants to identify critical strategic issues, generate options for addressing them, and propose a final recommendation.
8.Assessing Cultural Fit Exercise in which partners assess each other’s cultural fit in the context of a proposed joint venture.
9.Huawei & 3Com (A): Ren Zhengfei and (B): Bruce Clafin The heads of two partners in a joint venture must negotiate their response when one (Huawei) is sued by Cisco for patent infringement.
10.China’s Auto Industry 2006 (Available) Describes the Chinese auto industry and major firms.
11.Mitsubishi & Volvo: Managing Co-opetition in NedCar Describes how the firms structured their interaction to jointly design and produce their respective new small car models at a common facility in the Netherlands.
12.Hammer Bank Group: Micro-view of a mega-merger Four actors’ perspectives and the difficulties involved in merging 3 global financial institutions, focusing on the finance operations in Hong Kong.
13.CINCO (A): Challenging traditions and charting reform A regional office manager must begin to restructure a Chinese insurance company to meet post-WTO competition.
14.CINCO (B): Turf wars A regional manager must balance competition and cooperation between subdivisions of a Chinese insurance firm.
15.Nancheng (A): Gao Chenglu A local manager must explain to an expatriate Filipino CEO how local employees perceive his attempts to recreate the HQ organization’s corporate culture in their Chinese subsidiary.
16.Nancheng (B): Interview with Tomas Arcenas Describes the personal and professional values of an expatriate Filipino CEO in China.
17.Bank of Hong Kong (A): Refocusing branches The must transform its branches and personnel from transaction processing to sales, marketing and customer service centers.
18.Bank of Hong Kong (B): Introducing Financial Service Executives Financial service executives are introduced into branches, but their role and conditions conflict with those of the existing customer service officers.
19.HSBC: Migrating for value Operational and public relations challenges in relocating back-office operations from Hong Kong to Guangdong.
20.Outblaze (A): Coming of Age in Hong Kong Founding, development and change in a successful internet service firm start-up in Hong Kong.
21.Outblaze (B): International entrepreneurship Options for international expansion by a Hong Kong-based internet service firm.
22.Broad Air Conditioning: Pressure on a pro-environment strategy in China Outside consultants must develop strategic options that will help the firm survive industry and market changes but also meet the CEO’s strong pro-environment priority.
23.Cathay Biotech and Dr. Liu’s Journey Traces the career of the founder of a technologically innovative biotech firm by a Chinese returnee and the describes the challenge of building an internationally competitive firm based in China.
24.Huawei’s Strategic Review: (A) Sam Park and (B) Zhang Min The resources and capabilities and practices that have enabled Huawei to develop into dominant competitor in China may not be appropriate for its ambitions to become a truly global competitor.

专著

1.Lenovo’s pursuit of dynamic strategic fit. In The Management & Performance of China's Domestic Private Firms: Multi-disciplinary Approaches, Anne Tsui and Claudia Schoonhoven, eds. Sharpe, 2006 (with Wei Xie).
2.Hong Kong’s venture capital system and the commercialization of new technology, in Innovation Policy and the Limits of Laissez-Faire, Chapter 6, D. Fuller, editor. Palgrave Macmillan, 2010 (with Kevin Au).
3.Venture capital and the financing of China’s new technology firms. Chapter for China’s Capitalist Transition, C. McNally, editor. Routledge, 2007 (with W. Zhang, J. Gao and P. Vega).
4.Exploring dark corners: An agenda for organizational behavior research in alliance contexts. In Handbook of Strategic Alliances, Shenkar, O. & J.Reuer, eds. 2005 (with Kwok Leung).
5.The Handbook of Asian Management. Kluwer. 2004 (co-editor, with Kwok Leung).
6.The emergence of venture capital and funding of technology-based firms in China. In Financial Systems, Corporate Investment in Innovation and Venture Capital. A. Bartzokas and S.Mani, eds: Edward Elgar. 2004 (with J. Gao and W. Zhang).
7.Networks and incentives in transition: A multi-level analysis of China’s pharmaceutical industry. Chapter in The Management of Enterprises in the People's Republic of China (Tsui, A. & Lau, C.M., eds.). Norwell, Massachusetts: Kluwer (2002, with Xielin Liu).
8.Biotechnology Japan, New York: McGraw-Hill, 1989 (with Mark Dibner).