Dr. Steven White is Associate Professor in the Department of Innovation, Entrepreneurship and Strategy of Tsinghua University’s School of Economics and Management, where he focuses on issues related to creativity and innovation, entrepreneurship and internationalization. His research has addressed interorganizational relationships and the linkages between organizations and their environment, especially in China's transitioning environment. His current research projects investigate the role of entrepreneurship in the emergence of new industry ecosystems, the evolution of China’s VC industry, and a comparison of the artificial intelligence (AI) research and commercialization ecosystems in China and the USA. He has published extensively in international journals, including the Academy of Management Journal, Strategic Management Journal, Research Policy, Journal of Management Studies, Organization Studies, Asia Pacific Journal of Management, Technovation and R&D Management. Each year 2015-2018 he has been recognized by Elsevier Publishing as one of the top 20 China-based management scholars based on his publications and citations. He has received multiple research grants as investigator or co-investigator, most recently including a grant to lead an international consortium of 10 universities and non-profits to develop programs that promote STEM-preneurship (within Hewlett-Packard's Catalyst Program), an empirical study of the emergence of low-carbon energy industries, and a study of technology competition and emerging industry development based on complementary technology innovation (funded by the National Science Foundation of China, 2020-2023).
He teaches both MBA and EMBA courses and in-company executive education modules in strategy, international growth strategies, and cross-cultural management, as well as a workshop course on strategic analysis and presentation skills. He also teaches Managerial Thinking, an action-learning course that focuses on the soft skills critical for new venture founders and entrepreneurial managers as they pursue opportunities and engage in creative problem-solving. He is currently developing a new offering, Creativity @ Work, that teaches design thinking and other creative problem-solving skills applied to business contexts. He was on the founding team and served as Associate Academic Director of Tsinghua University’s x-lab, a resource platform and ecosystem hub that brings together students, alumni, faculty and executives to develop the entrepreneurial capabilities in teams as they develop new ventures. He is also an advisor to early stage new ventures operating in China, India and Southeast Asia in TMT, environmental technologies and consumer packaged goods.
Before joining Tsinghua, Dr. White taught at INSEAD, the China Europe International Business School and the Chinese University of Hong Kong. He received his Ph.D. from MIT’s Sloan School of Management, MA from the International University of Japan, and BS from Duke University. He has also worked in new venture business development at Sumitomo Corporation in Japan. He is a United States citizen and resides in Beijing, China.
Journal Papers (International)
Overcoming the "liability of newness": Entrepreneurial action and the emergence of China's private solar photovoltaic firms. Research Policy, 45:604-617 (2016, with Wei Zhang).
A strategic framework for determining technological learning performance in Chinese firms. International Journal of Business and Emerging Markets, 3:21-35 (2011, with Wei Xie).
From imitation to creation: The critical yet uncdertain transition for Chinese firms. Journal of Technology Management in China, 1:229-2442 (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).
Partner Selection Strategies of Poorly Embedded VC Firms and Their Syndication Performance. Academy Of Management Annual Meeting 2019, Boston, USA, Aug. 9-13, 2019 (with Jiguo Qi and Wei Zhang).
The Accidental Institutional Entrepreneur: How a Startup Emerged as the Root of China's Solar Cluster.2018 SMS Special Conference Hyderabad. December 17-18, India (with Wei Zhang and Jianxi Luo).
The accidental institutional entrepreneur: How a startup emerged as the root of China’s solar industry cluster. 2018 Industry Studies Conference, May 30 - June 1, 2018. Seattle, Washington (with Wei Zhang and Jianxi Luo).
Institutional entrepreneurship and the emergence of China’s venture capital industry. 2018 Industry Studies Conference, May 30-June 1, 2018. Seattle, Washington (with Jiguo Qi and Wei Zhang).
Why Do Some Pioneer Firms, but not Others, Become Roots of New Industry Clusters? 2016 Strategic Management Society (SMS) Special Conference in Hong Kong (with Wei Zhang and Jianxi Luo).
Why do some entrepreneurial pioneer firms but not others become industry cluster roots? The case of China’s solar PV industry. 9th Annual Conference of the Academy of Innovation and Entrepreneurship（AIE），University of Sydney, September 1-3, 2016. (“Best paper award” of this conference) (with Wei Zhang and Jianxi Luo).
Why do some entrepreneurial pioneer firms but not others become industry cluster roots? Paper presented in the symposium of "Synthesizing Institutional Analysis with Identity Work in Explaining Environment Sustainability", 2016 Academy of Management Meeting, August 5-9, Anaheim, California, USA (with Wei Zhang and Jianxi Luo).
China's VC industry: A punctuated structuration model of institutional entrepreneurship. 2016 Academy of Management Meeting, August 5-9, Anaheim, California, USA (with Jiguo Qi and Wei Zhang).
From entrepreneurial pioneer firm to cluster architect: Suntech and the emergence of china's leading solar PV cluster. International Conference on Innovation Studies (ICIS2016), June 25-26, 2016. Beijing, China (with Wei Zhang and Jianxi Luo).
From pioneer venture to root firm: Suntech and the emergence of China’s leading solar PV cluster. IACMR Conference 2016, June 15-19, 2016. Hangzhou, China (with Wei Zhang and Jianxi Luo).
China's venture capital industry: A punctuated structuration model of institutional entrepreneurship. IACMR Conference 2016, June 15-19, 2016. Hangzhou, China (with Jiguo Qi and Wei Zhang).
China’s venture capital industry: A punctuated structuration model of institutional entrepreneurship. 3rd AIEA-NBER conference on Innovation and Entrepreneurship, Univ. of Tokyo, Aug. 19-20, 2015 (with Jiguo Qi and Wei Zhang).
How Venture capitalists foster or destroy relational rents: The entrepreneur’s perspective, 2014 Academy of Management Annual Meeting. August 1-5, Philadelphia, Pennsylvania, USA (with Wei Zhang).
Global entrepreneurship and the emergence of a root firm in China’s solar photovoltaic ecosystem. Strategic Management Society (SMS) Special Conference 2014 Tel Aviv (with Wei Zhang and Jianxi Luo).
Global entrepreneurship and the origin of an ecosystem root firm: The case of China’s solar PV industry. DRUID 2014 conference in Copenhagen (with Wei Zhang and Jianxi Luo).
Global entrepreneurship and the emergence of a root firm in China’s solar photovoltaic ecosystem. IACMR 2014 conference in Beijing (with Wei Zhang and Jianxi Luo).
How Venture capitalists foster or destroy relational rents: The entrepreneur’s perspective, 6th Annual Conference of the Academy of Innovation and Entrepreneurship (AIE), Oxford University. Aug. 2013 (with Wei Zhang).
Exploring the origins of China’s solar photovoltaic ecosystem: Global entrepreneurship’s role in the root firm’s founding and ecosystem creation. 1st AIEA-NBER conference. Aug. 2013. KAIST, South Korea (with Wei Zhang and Jianxi Luo).
Overcoming the “liability of newness”: Entrepreneurial action and the emergence of China’s solar photovoltaic industry, 2013 Academy of Management Annual Meeting. Aug. 2013. Orlando, USA (with Wei Zhang).
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).