互相作用的管理价值，社会资本和企业绩效之间有微观宏观联系吗？以中国中小企业为例-----外文翻译.doc
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互相作用的管理价值，社会资本和企业绩效之间有微观宏观联系吗？以中国中小企业为例-----外文翻译,with the deepening of china’s economic reform, small and medium sized enterprises (smes)are starting to gain tremendous economic momentum and play an increasing...
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With the deepening of China’s economic reform, small and medium sized enterprises (SMEs)are starting to gain tremendous economic momentum and play an increasingly irreplaceable role in China’s century-long bid for economic resurgence. In 1999, according to the Chinese Economic and Trade Committee, there were more than 10 million SMEs officially registered. These comprised some 98 percent of all business and provided 60 percent of the gross national product (GNP), 40 percent of profits and taxes, and some 68 percent of exports (Anderson, Li, Harrison, and Robson, 2003).What is intriguing is that SMEs have achieved all these accomplishments without preferential treatment from the government (Peng and Heath, 1996; Luo, Tan, and Shenkar, 1998;Yang, 2004). How can SMEs be achieving rapid rates of growth while facing enormous handicaps such as lack of legitimacy, resources and government supports? Xin and Pearce (1996) pointed to the guanxi (managerial networking) that many SMEs utilize to manage scarcity (or hostility) by actively securing production factors, distribution channels, and institutional support.
A growing number of the literature on Chinese management and organization has contributed tremendously to our understanding of the role of guanxi in firm performance (Luo and Chen, 1997; Peng and Luo, 2000; Park and Luo, 2001; Luo, 2003). Surprisingly, relatively little is known about the relationship between social capital and firm performance in the context of SMEs that have achieved rapid growth by overcoming seemingly insurmountable liabilities such as lack of legitimacy, resources and government supports. Moreover, most of the extant studies on business networks in China pay little attention to the impact of managerial value of reciprocity on social
随着中国经济改革的深入，中小企业开始获得巨大的经济动力并在中国的百年经济复苏的努力中扮演越来越不可替代的作用。1999年，根据中国经贸部的统计，正式注册的有超过1000万家中小企业。这些企业包括了98%的行业并占了GNP的60%，40%的利润和税收，68%的出口（Anderson, Li, Harrison, and Robson, 2003）。有趣的是，这些中小企业是在没有国家的优惠政策的情况下取得这些成绩的（Peng and Heath, 1996; Luo, Tan, and Shenkar, 1998;Yang, 2004）。中小企业是如何在面对诸如缺乏合法性、资源和政府支持的巨大的阻碍下获得快速的增长？Xin and Pearce(1996)指向了许多中小企业用来管理来源于积极的固定生产要素、分配渠道和制度的支持的稀缺（或敌意）的“关系”（管理
A growing number of the literature on Chinese management and organization has contributed tremendously to our understanding of the role of guanxi in firm performance (Luo and Chen, 1997; Peng and Luo, 2000; Park and Luo, 2001; Luo, 2003). Surprisingly, relatively little is known about the relationship between social capital and firm performance in the context of SMEs that have achieved rapid growth by overcoming seemingly insurmountable liabilities such as lack of legitimacy, resources and government supports. Moreover, most of the extant studies on business networks in China pay little attention to the impact of managerial value of reciprocity on social
随着中国经济改革的深入，中小企业开始获得巨大的经济动力并在中国的百年经济复苏的努力中扮演越来越不可替代的作用。1999年，根据中国经贸部的统计，正式注册的有超过1000万家中小企业。这些企业包括了98%的行业并占了GNP的60%，40%的利润和税收，68%的出口（Anderson, Li, Harrison, and Robson, 2003）。有趣的是，这些中小企业是在没有国家的优惠政策的情况下取得这些成绩的（Peng and Heath, 1996; Luo, Tan, and Shenkar, 1998;Yang, 2004）。中小企业是如何在面对诸如缺乏合法性、资源和政府支持的巨大的阻碍下获得快速的增长？Xin and Pearce(1996)指向了许多中小企业用来管理来源于积极的固定生产要素、分配渠道和制度的支持的稀缺（或敌意）的“关系”（管理
