Research On The Management Transplantation Of Automotive Enterprises

As the continuous development of globalization, the market competition is gettingmore and more intense. Managerial knowledge, as the intangible asset of enterprise, hasbecome an important source to gain the sustainable competitive advantage. Meanwhile,management transplantation is referred to as one of the most efficient approaches toacquire managerial knowledge, realize management innovation and promote managerialperformance for modern enterprises. China, as a developing country has indeed realizedthe great progress in management level successfully by transplanting advancedmanagerial knowledge from western countries. However, a great deal of enterprisesresult in failure. At present, domestic researches about management transplantationremain relatively less as no complete system forms and specific study about its processis fewer.Against this background, this paper tries to explore the impact factors onmanagement transplantation as well as how to achieve it, thus providing certainstrategies and suggestions for our automobile enterprises by realizing innovation,improving management level from management transplantation, meanwhile enrichingits theoretical researches.Based on literature research and expert interview, this paper combinesmanagement transplantation process, analyzing impact factors from three aspects:managerial knowledge transferors, transferees and relations between the two so as toestablish theoretical framework of management transplantation and propose hypothesis.On this basis, this paper gathers sample data by questionnaires and conducts empiricalanalysis through structural equation model (SEM) to theoretical framework andhypothesis. Then, this paper takes Tianjin FAW as a specific case to verify the results ofempirical analysis.This paper gets primary conclusions including:①The impact of three categoriesof factors on management transplantation is unequal. Among them, the impact oftransferee factors is most remarkable, as the transferor factors’ is more remarkable, andthe relational factors’ is not remarkable.②Among the factors associated withtransferors, only the attribution of managerial knowledge has an impact on the enterprise management transplantation, namely the more explicit and less situational theknowledge is, the easier transplantation is.③All of the transferee factors have animpact on the management transplantation, and the impact is unequal. Among them, theabsorptive capacity has the greatest impact on the management transplantation, and thestronger the absorptive capacity is, the higher the success rate of managementtransplantation is. The impact of the remaining factors associated with transferees indecreasing order is institutional systems, learning intentions and the prior knowledgereserves. Setting reasonable institutional system promotes management transplantation;clear learning intentions are conductive to the success of management transplantation;the more the prior knowledge reserves are, the higher the success rate of managementtransplantation is.④Among relational factors, only cultural differences affect thetransplantation which hinder the success of management transplantation.According to what mentioned above, this paper puts forward suggestions forsuccessful management transplantation of China’s automotive enterprises:①Enrich thestock of prior knowledge, clear the learning intention, match the rational institutionalsystem, and improve the absorptive capacity.②Make management knowledge to beexplicit and decontextualized in the absorption and diffusion stages.③Strengthen thecommunication with transferors, and overcome cultural differences on the basis ofmutual trust and common prosperity.