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Boundary Spanning Strategy: Case of Hong Kong Firms

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Handbook of Chinese Management

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Abstract

Hong Kong firms, named as Hong Kong-owned firms in the China mainland, in the Pearl River Delta contributed to economic development much during the past many years. With the global economic structure changing in the recent years, plenty of Hong Kong-owned firms in the China mainland are increasingly facing the new challenges. This chapter is to explore the boundary spanning for the transformation strategies, which can be used by the Hong Kong-owned firms confronting with the transformation challenges. Geographic boundary spanning driven transformation strategy, organizational boundary spanning driven transformation strategy, and technological boundary spanning driven transformation strategy will be discussed in this chapter. And the conclusion shows that it is necessary to combine the three transformation strategies according to the contingent context to find proper strategies combination to conquer the current difficulties.

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Acknowledgments

The authors thank the financial support from the Natural Science Foundation of China (71302128), Project of Humanities and Social Sciences by Ministry of Education in China (12YJC630011) and 2018 Education and Teaching Reform Project of Central University of Finance and Economics (2018XYJG06).

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Authors and Affiliations

  1. Business School, Central University of Finance and Economics, Beijing, China

    Jin-Liang Chen

  2. Central University of Finance and Economics, Beijing, China

    Song Lin

Authors
  1. Jin-Liang Chen
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  2. Song Lin
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Corresponding author

Correspondence to Jin-Liang Chen .

Editor information

Editors and Affiliations

  1. Sun Tzu Institute, Singapore, Singapore

    Check-Teck Foo

Section Editor information

  1. Business School, Central University of Finance and Economics, Beijing, China

    Song Lin

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Chen, JL., Lin, S. (2023). Boundary Spanning Strategy: Case of Hong Kong Firms. In: Foo, CT. (eds) Handbook of Chinese Management. Springer, Singapore. https://doi.org/10.1007/978-981-10-2459-7_1

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