Associate Professor, Department of Innovation, Entrepreneurship and Strategy
Phone (86) (10) 62792504
Office 222 Weilun Building
Office Hours Wed. 13:00-14:00 By appointment
Dr. WHITE Steven is an Associate Professor of Department of Innovation, Entrepreneurship and Strategy in Tsinghua SEM. He received Bachelor in Zoology from Duke University in 1985, Master in Japanese Studies from International University of Japan in 1988, and PhD in Management from MIT. He teaches Management of Global Enterprises (MBA),International Management (EMBA),Strategic Management (MBA, EMBA),Strategic Issues in Mergers and Acquisitions (EMBA),Cross-Cultural Management (MBA, EMBA).
Dr. White Steven's Research Interests include Internationalization, Innovation, Strategy, Strategy Execution, M&A, Alliances. He has been principal investigator for two research projects Strategic management of inter-organizational cooperation: Coercive, transactional and collaborative modes and Emerging low-carbon industries: A regional and national comparative study of emerging low-carbon industries in the USA and China. He has published many papers on international Journals, as well as 25 cases. He authored or coauthored 8 books, such as Hong Kong’s venture capital system and the commercialization of new technology, Venture capital and the financing of China’s new technology firms, etc.
Dr. WHITE Steven used to work in Business Investment Planning Department of Sumitomo Corporation. He also has held teaching positions in several Universities, visiting Assistant Professor in Hong Kong University of Science and Technology, assistant professor in Chinese University of Hong Kong as well as INSEAD, Associate Professor in China Europe International Business School. In Professional areas, he holds position in Academy of Management, Strategic Management Society, Academy of International Business Studies, International Association of Chinese Management Research, Asia Academy of Management.
Journal Papers (International)
From imitation to creation: The critical yet uncertain transition for Chinese firms. Journal of Technology Management in China, 1:229-242 (2006, with Wei Xie).
Distinguishing costs of cooperation and control in alliances. Strategic Management Journal, 26:913-932 (2005, with Steven Lui).
Financing new ventures in China: System antecedents and institutionalization. Research Policy, 36:894-913 (2005, with Jian Gao and Wei Zhang).
Cooperation costs, governance choice and alliance evolution. Journal of Management Studies, 42:1383-1412 (2005).
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).
Sequential learning in a Chinese spin-off: The case of Lenovo Group Limited. R&D Management, 34:407-422 (2004, with Wei Xie).
Stakeholders, structure and the failure of corporate governance reform initiatives in post-crisis Thailand. Asia Pacific Journal of Management, 21:103-122 (2004).
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).
Rigor and relevance in Asian management research: Where are we and where can we go? Asia Pacific Journal of Management, 19:287-352 (2002).
Comparing innovation systems: A framework and application to China's transitional context. Research Policy, 30:1091-1114 (2001, with Xielin Liu).
Competition, capabilities and the make, buy or ally decisions of Chinese state-owned firms. Academy of Management Journal, 43:324-341 (2000).
Alternative transition trajectories for market structure and firm strategy in China. Journal of Management Studies, 38:103-124 (2001, with Xielin Liu).
Organizational processes to meet new performance criteria: Chinese pharmaceutical firms in transition. Research Policy, 27:369-383 (1998, with Xielin Liu).
An exploration into regional variation in innovative activity in China. International Journal of Technology Management, 21:114-129 (2001; with Xielin Liu).
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).
Foreign technology and domestic inputs’ relative contributions to innovation in Chinese manufacturing industries. Technovation, 17:119-125 (1997, with Xielin Liu).
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.
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?
IBM in China: Designing a Stakeholder Assessment Team
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?
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
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.
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.
Assessing Cultural Fit Exercise in which partners assess each other’s cultural fit in the context of a proposed joint venture.
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.
China’s Auto Industry 2006 (Available) Describes the Chinese auto industry and major firms.
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.
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.
CINCO (A): Challenging traditions and charting reform A regional office manager must begin to restructure a Chinese insurance company to meet post-WTO competition.
CINCO (B): Turf wars A regional manager must balance competition and cooperation between subdivisions of a Chinese insurance firm.
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.
Nancheng (B): Interview with Tomas Arcenas Describes the personal and professional values of an expatriate Filipino CEO in China.
Bank of Hong Kong (A): Refocusing branches The must transform its branches and personnel from transaction processing to sales, marketing and customer service centers.
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.
HSBC: Migrating for value Operational and public relations challenges in relocating back-office operations from Hong Kong to Guangdong.
Outblaze (A): Coming of Age in Hong Kong Founding, development and change in a successful internet service firm start-up in Hong Kong.
Outblaze (B): International entrepreneurship Options for international expansion by a Hong Kong-based internet service firm.
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.
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.
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.
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).
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).
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).
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).
The Handbook of Asian Management. Kluwer. 2004 (co-editor, with Kwok Leung).
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).
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).
Biotechnology Japan, New York: McGraw-Hill, 1989 (with Mark Dibner).