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Although the Chinese corporate sector is deeply involved in the political process, there has been very little research on the topic so far. This article tries to identify the approaches by which Chinese firms influence government policy decision-making, in order to maintain a favorable business environment. Our analysis indicates that, due to the differences in culture and political and economic systems, there are correspondingly great differences in approaches to political participation in Chian and the west. For China, the participation of business in the policy process has led to corruption and other serious problems.

Abstract
Despite the popularity of businesses' involvement in politics, little discussion has been conducted on the ethics of corporate political actions (CPAs) in the business, corporate social responsibility, business ethics and 'business and society' literatures. The sporadic studies on ethics of CPA mainly focus on one or two aspects of the CPA in judging its ethics, such as its goal or means or consequences, very little has been done in a systematic way to analyse and articulate ethical standards for those corporations and industries who proactively seek to influence government officials. This study attempts to make up this gap. By applying three basic ethical principles including Utilitarian theory, theory of rights and theory of justice into the CPAs, I propose an ethical judgment framework for CPAs. The ethical judgment framework focuses on and judged by four issues/attributes of a CPA, including the goals/purposes of the CPA, the means taken to achieve the goals, the consequences resulted from the CPA, and the process of the CPA. The 'means' and 'consequences' are the core criteria in the framework, but 'goals' and 'process' also contribute to the ethical judgment of a CPA.
Copyright © 2008 John Wiley & Sons, Ltd.

Abstract
Corporate political action (CPA) is always an interesting topic for management scholars since 1980s. There are a large plenty of literatures from different disciplines focus on this topic. But till now, studies on this topic are almost conducted under the Western culture and taking the Western countries as objective, very few studies are conducted in non‐Western countries, and specifically, the CPA in China is nearly untouched. Due to the differences of culture and political economy between China and the West, CPA in China may be very different from the West's. This article discusses the similarities and differences of CPA in China and America. The result shows that due to the differences in culture and political economical system between China and America, CPA in China is very different from America. This study will help to understand the CPA in China for outsiders, especially for Americans. It also helps multinational enterprises (MNEs) in China to take suitable political actions to support their interests.

Copyright © 2006 John Wiley & Sons, Ltd.

This study investigates the relationship between board nationality diversity (BND) and environmental, social, and governance (ESG) in developing countries. It also highlights the role of legitimacy concerns in investigating how foreign ownership moderates the connection between BND and ESG due to the increased liability of foreignness. Using a sample of listed firms in Johannesburg stock exchange (JSE) in South Africa over 2015–2020, our two-step system GMM findings show that board nationality diversity positively affects ESG. Moreover, our study found that foreign ownership strengthens the positive connection between BND and ESG. Our study contributes to the literature by highlighting the importance of legitimacy theory in the dynamic nexus between BND and ESG. The findings of this study have substantial implications for firms, investors, and stakeholders.

This study examines to make up this significant gap in the existing literature. Using a cross-sectional sample consisting of 240 nurses in the hospitals of Uzbekistan and a structural model, with a random sampling technique by employing explanatory, and causal design was used to test the developed framework. Quantitative data was collected using questionnaires, the survey instruments were distributed by hand among the private and public sector, we find that nurses' perceived safety culture (SC) and decision-making capacity (DMC) act as important mechanisms linking TL to PS. Meanwhile, nurses' perceived locus of control (LC) moderates the effect of TL on SC and DMC in such a way that this effect is more salient for nurses with internal LC than for nurses with external LC. This paper examines the contribution, that individuals with high internal LC are more affected by TL, generate and can better develop SC and DMC. The study findings demonstrated the significant role of transformational leadership played in order to improve working conditions and the environment, which helps nurses to create good conditions, relationships with patients and increase patient safety. The theoretical and practical implications of this study are discussed

Managerial innovation as an internal change agent plays a central role in coping with the speed of today's fast-paced customer demand and highly competitive market, yet previous studies paid less attention to the potential measures of strengthening managerial innovation behavior within organizations. Drawing from transformational leadership theory, the current study shed new light on this issue by examining the role of CEO transformational leadership (TFL), innovation culture (IC) and cross-functional integration (CFI) in advancing managerial innovation behavior in SMEs. A cross-sectional study with a sample of 434 respondents from 24 SMEs operating in Rwanda was conducted. To genuinely analyze the relationship between the variables hypothesized in this study, we used structural equation modeling (SEM) and bootstrapping technique using Amos 23 and SPSS 24. The overall findings revealed that the relationship proposed in the model were significantly supported. However, our new mechanism implying innovation culture and cross-functional integration in the relationship between CEO transformational leadership and managerial innovation behavior, provide a substantial contribution to management literature.

AbstractLittle research has investigated the effect of ownership identity (or type) and corporate philanthropy experience on giving. In this research, relying on legitimacy theory, we first assess the effect of ownership identity on corporate philanthropy (CP) in the context of the 2008 earthquake in China. Then we explore moderation effects of firms' prior CP experience and size as proxies for perceived legitimacy on owners' efforts at increasing giving and legitimacy. We find that state and CEO ownership are deterrents, while non‐SOE and institutional ownership enhances giving probability and amount. In addition, there is evidence that firm size and prior CP weaken the effects of institutional ownership on CP. This study provides a complete assessment of owner behaviour. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.

Purpose– Given that organizational decisions are made by individuals and thus shaped by their subjective and objective characteristics, the purpose of this paper is to examine the effect of SME business owners' characteristics on their firms' research and development (R & D) spending in a transition economy.Design/methodology/approach– The authors first build the arguments that, among small- and medium-sized enterprises (SMEs), business owners' perceived importance of R & D-related activities, their education, related experiences, and social connections, should affect their firms' R & D spending positively. Then the authors use a Chinese nationwide survey of private SMEs to test the arguments. Tobit regression analyses are conducted by taking Stata 12.0 as the statistic tool.Findings– The authors find that business owners' perceived importance of R & D-related activities is positively associated with their firms' R & D spending. In addition, better-educated owners and owners who have technology-related working experience tend to invest more in R & D activities. Finally, owners who have social connections, especially industrial connections, tend to spend more on R & D activities.Originality/value– This study improves the understanding of R & D spending determinants among SMEs. Going beyond general environmental determinants, it reveals the important agency role of SME owners, and thus contributes to a better understanding of how decisions leading to SME innovations are influenced by business owners' perceptions and demographic characteristics.

Although the Chinese corporate sector is deeply involved in the political process, there has been very little research on the topic so far. This article tries to identify the approaches by which Chinese firms influence government policy decision-making, in order to maintain a favorable business environment. Our analysis indicates that, due to the differences in culture and political and economic systems, there are correspondingly great differences in approaches to political participation in China and the west. For China, the participation of business in the policy process has led to corruption and other serious problems.

AbstractPrior studies on corporate social responsibility (CSR) and innovation suggest either a competing or a complementary relationship between CSR and spending on research and development (R&D) activities. In this study, we unravel this puzzle by theorizing an inverted U‐shaped relationship between CSR in general and corporate philanthropy (CP) in particular, and R&D spending. Drawing mainly on stakeholder theory, we suggest that CP, by securing stakeholders' support differently at different levels of spending, would first increase and then reduce R&D spending. Evidence from Chinese publicly traded companies during 2006–2015 well supports our arguments. In addition, we find this inverse U‐shaped non‐linear relationship between CP and R&D spending to be strengthened by firm visibility and weakened by firm size. This study has important theoretical and practical implications. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment