Technological Entrepreneurship in China
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Technological Entrepreneurship in China

How Does it Work?

Edited by Claudio Petti

Bringing technologies to the market, thereby creating profits, high-qualified jobs and industrial upgrading is one of the means by which China can fuel its brand new growth model based on innovation and sustainability. Much is known about the mechanisms of technological entrepreneurship. But how does this happen in China? Who is doing what? Is there a ‘Chinese way’ to do technological entrepreneurship? This thought-provoking book provides readers with a closer look at these issues and clarifies them through a number of case studies discussed from the perspectives of both Chinese and international contributors.
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Chapter 8: A Case Study on a Chinese Manufacturing Company’s Catch-up Strategy and R & D Talent’s Creative Role Identity Management

Chaoying Tang and Jiannong Shi


8. A case study on a Chinese manufacturing company’s catch-up strategy and R&D talent’s creative role identity management Chaoying Tang and Jiannong Shi INTRODUCTION: R&D TALENT’S CREATIVE ROLE IDENTITY Why Study R&D Talent’s Creative Role Identity Management in Chinese Manufacturing Companies? Up to now, researchers have pointed out that creativity is not only influenced by personality, intelligence and motivation (Amabile, 1983, 1997; Woodman et al., 1993), but is also affected by social and organizational elements. Among all these elements, creative role identity is an intangible driven force of individuals’ creativity. With the development of role identity theory, creative role identity and its effects on creativity have gained theoretical attention (Burke, 1991a; Stryker, 1980, 1987). Role identity is individuals’ understanding of what they need to do in their current work. It is a kind of organizational self-concept (Burke and Tully, 1977). It will influence individuals’ work behaviour and actions and will lead to individuals’ decisions and actions (McCall and Simmons, 1978). Role identification concerns the internal forces which can drive the individuals’ behaviour to live up to the role expectations (Callero et al., 1987). The work role can be divided into several categories: Mintzberg pointed out that top managers have ten roles (Mintzberg, 1971). Usually the content of the work role is decided by the work functions. Creative role identity is a specific role identity meaning the individual’s perception and acceptance of the creativity requirement of the role. It is an important antecedent variable of employees’ creativity (Drazin...

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