|عنوان فارسی مقاله:||عوامل میان فردی همچون محرک های کیفیت و عملکرد در روابط تجاری بین سازمانی میان سازمان های غربی و هنگ کنگ|
|عنوان انگلیسی مقاله:||Interpersonal factors as Drivers of Quality and Performance in Western– Hong Kong Interorganizational Business Relationship|
|رشته های مرتبط:||مدیریت، مدیریت عملکرد، مدیریت بازرگانی، مدیریت اجرایی و مدیریت بازاریابی و صادرات|
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Scope of Research
The investigation analyzes business relationships between Western exporting firms from the United States, Canada, Great Britain, Ireland, Australia, and New Zealand and importers located in Hong Kong, a special administrative region of China. Hong Kong represents a suitable location for this type of research for three major reasons: (1) although Hong Kong may have been exten-sively exposed to Western business practices after many decades of British colonial rule, Chinese cultural values and traditions are nonetheless deeply rooted in the ways that business is conducted and society operates at large among the indigenous Chinese people (Tam and Redding 1993; Tse et al. 1988); (2) since the transfer of the administration of Hong Kong from the United Kingdom to China in 1997, Hong Kong’s role in developing trade with the mainland has risen dramatically, with many Hong Kong distributors/agents now spending signifi-cantly greater amounts of time on the mainland negoti-ating deals on behalf of their principal suppliers (Wang, Siu, and Barnes 2008); and (3) due to Hong Kong’s his-torical Anglicized ties and geographic location, the mar-ket is often regarded as a gateway for many Western firms to enter China and beyond (Feenstra and Hanson 2004).9 These characteristics make collaboration with Hong Kong trading firms particularly attractive to West-ern firms seeking business success in the region.
The population of firms for this study was identified from the Hong Kong Directory (Hong Kong Trade Development Council 2006). This directory comprises 100,000 companies, of which 44,896 are actively engaged in import. Of these importers, we randomly selected a sample of 500 firms that were purchasing goods from Western manufacturers. The nature of the importing activities of these firms was diverse, ranging from electronics and digital entertainment products to garments and textiles. Each firm was precontacted by phone to assess its eligibility for inclusion, identify appropriate key informants, and secure participation in the study. The key informant was a person within the importing firm whose main responsibility was dealing with people in the Western exporting organization.10 The outcome of this process was that 267 firms (i.e., 53.4%) agreed to take part in the survey. Some of the reasons cited for nonparticipation were lack of available time, absence of the key informant from the office, and ceasing of business operations.
Respondents had the option of answering either a Chinese or an English version of the questionnaire. Following three waves of reminders, 208 questionnaires (an overall 41.6% response rate) were eventually collected over a six-month period. We removed 6 questionnaires due to incomplete or missing data, leaving 202 retained for the analysis. To control for the existence of nonresponse bias, we followed Mentzer and Flint’s (1997) recommendations: we randomly identified nine items pertaining to each of the key constructs contained in the questionnaire, and we telephoned a group of 30 randomly selected nonrespondents to provide answers to each of these items. We then compared their responses with those gathered from actual respondents using a ttest; they revealed no statistically significant differences.