Resume

• 2008

  phd

  Management

• 2003

  MBA

  International Business

  University of Hawaii at Manoa

• 1995

  Japanese

  Chinese

  English

  B.S.

  Public Health

• o\tDirect supervision of 15 teachers; provide recruitment and training for teachers.\no\tOrganize and promote cultural community events.

  Austin Chinese School

  English

  Data Analysis

  Management

  Statistics

  Student Affairs

  Grant Writing

  Microsoft Office

  Leadership Development

  Strategic Planning

  University Teaching

  Teaching

  Leadership

  SPSS

  Microsoft Excel

  Research

  Higher Education

  Corporate name change: Investigating South African MNCs’ post-acquisition performance

  It has long been argued a multinational corporation (MNC) needs to be able to leverage the firm‐specific advantages to overcome the liability of foreignness in the host markets so the MNC can enjoy the benefit of internationalization while competing with the indigenous firms in the host market. However

  emerging‐market MNCs

  which have the nontraditional ownership advantages

  such as flexibility and cost‐advantage

  may require different international strategies to realize the anticipated profit in their cross‐border acquisitions. This article takes an organizational identity approach to study how the foreign identity of South African MNCs constitutes the source of liability and negatively impacts their postacquisition performance. We find South African MNCs that adopted a corporate name change for their acquired subsidiaries experienced worse postacquisition return on asset than the South African MNCs who did not do so. On the other hand

  facing a large economic distance

  South African MNCs that facilitate the acquired subsidiary corporate name change enjoy better postacquisition performance.

  Corporate name change: Investigating South African MNCs’ post-acquisition performance

  We view emerging-market multinational corporations (EMNCs) as agents for global isomorphism. EMNCs seek to enter developed markets not only to expand their business operations but also to acquire advanced knowledge to enhance their core competencies. In entering these markets

  EMNCs are subject to coercive

  normative and cognitive pressures as they seek legitimacy. Once these firms gain legitimacy in advanced markets through the adoption of local business practices

  they transfer these approaches to their headquarters in developing markets

  establishing best practices in their home markets. Further

  EMNCs may engage in efforts aimed at changing the institutional environment in the developing market to facilitate the transfer of learned practices from the developed market. Thus

  we propose that these best practices lead to global isomorphism

  but also note instances where symbolic adoption of developed market practices may slow the isomorphic process.

  Emerging-market multinational corporations as agents of globalization: Conflicting institutional demands and the isomorphism of global markets

  To address the unique challenge facing emerging-market multinationals in managing their foreign subsidiaries

  we propose a typology of a foreign subsidiary’s identity derived from the competing demands of parent stakeholders and local stakeholders. Demands from these two sets of stakeholders are likely to drive the subsidiary to develop a parent-derived identity as well as a local identity. Our typology suggests that a subsidiary’s identity may assume one of four types: Singular

  Pseudo-singular

  Separate

  and Shared

  which have different degrees of divergence between

  and salience of parent-derived and local identities. Further

  a subsidiary identity-typology informs four types of parent-subsidiary relationships

  including Compliance

  Collaboration

  Conflict

  and Contingency. These four types of parent- subsidiary relationships provide a new approach to explain how diverse demands from multiple stakeholders drive a subsidiary’s contribution to its parent’s overall competitive advantage. In the case of emerging market multinationals

  subsidiary management requires special attention to establish collaboration between the parent and the subsidiary.

  A foreign subsidiary’s identity typology: enabling cooperation in emerging-market multinationals

  Does international experience lead to more positive attitudes towards civic engagement among college students? We utilized a two-pronged approach to examine the relationships between global education and civic engagement. The results suggest that empathy and cultural intelligence enhance students’ civic engagement

  including community involvement and career aspirations to work for employers who demonstrate corporate social responsibilities (CSR) in the local community. In addition

  we found that only when students develop more empathy and cultural intelligence

  then they will have higher civic engagement. These findings suggest the need to carefully designing a curriculum that translates students’ international experience into civic engagement.

  Education for Responsible Future Leaders: International Experience and Civic Engagement

  Kevin Lee

  \nPurpose\nEmerging-market multinational companies (EMNCs) utilize cross-border merger and acquisitions (M&As) to acquire strategic assets that compensate for their resource deficiencies. Therefore

  developed markets have become important destinations for EMNCs. Institutional distance constitutes a major source of competitive disadvantage for foreign firms competing with indigenous firms. The purpose of this paper is to examine the ownership pattern of cross-border M&As in the USA

  and determine if EMNCs respond to institutional distance differently than advanced-market multinational companies (AMNCs).\n\nDesign/methodology/approach\nBased on the extant literature in institutional theory as well as internationalization strategy

  a quantitative study was carried out. Hypotheses were proposed and tested using fixed effects panel regressions.\n\nFindings\nThis paper finds that both AMNCs and EMNCs take smaller ownership positions when there is greater cognitive and normative distance. The negative association is stronger for AMNCs than for EMNCs. Further

  the larger the regulative distance in the positive direction

  meaning a higher level of development in the host market than in the home market

  the more AMNCs and EMNCs are led to opt for a higher ownership position

  with EMNCs being less influenced by regulative distance.\n\nResearch limitations/implications\nThough findings are robust and stable

  this study is limited to observations that only have US target firms.\n\nOriginality/value\nBy integrating the literature from institutional theory and strategy

  this paper offers a clearer understanding and distinction of the acquisition decisions made by EMNCs and AMNCs.

  Institutional Impacts on Ownership Decisions by Emerging and Advanced Market MNCs

  As latecomers to global business competition

  emerging‐market multinational companies (EMNCs) utilize cross‐border mergers and acquisitions (M&As) to quickly acquire strategic assets

  resulting in an improved competitive position. Advanced markets with well‐established firms and well‐developed market‐supporting institutions become particularly important destinations for EMNCs’ foreign operations. Institutional distance

  which represents conflicting legitimacy requirements between the host and home institutional environments

  is expected to be negatively associated with the foreign acquirer's ownership position. The current study examines a sample of EMNCs’ cross‐border M&As in the United States between 2005 and 2011 and reveals the unique nature of EMNCs’ ownership strategies. Taking both formal and informal institutions into consideration

  our findings suggest that EMNCs originating in countries with lower levels of human capital development may have more urgency in seeking ownership control in advanced markets and are less influenced by the negative association of institutional distance in their ownership strategy

  Unpacking Institutional Distance: Addressing Human Capital Development and Emerging‐Market Firms’ Ownership Strategy in an Advanced Economy

  The primary studies on emerging market multinational firms (EMFs) thus far have depicted a picture of accelerated internationalization in which EMFs conduct a series of aggressive cross-border acquisitions to further enhance their competitive advantage. However

  it is not clear whether the EMFs which conducted the acquisitions at a young age experience better performance. EMFs constrained by their home market development in economic institutions may encounter different challenges in their cross-border acquisitions. Using a sample of South African firms’ acquisitions between 1994 and 2012

  we find support for the benefit of foreign acquisitions at a young age as well as the moderation effects of economic distance and economic freedom. While early inorganic growth provides an excellent opportunity to propel South African firms’ growth

  the country level factors present important boundary conditions to examine the benefit of early internationalization. While facing a significant economic distance

  older firms are better at utilizing their experience and experience better post-acquisition operating performance. By contrast

  the younger firms benefit more from the post-acquisition when the home country has weaker economic freedom.

  Age Matters: The Contingency of Economic Distance and Economic Freedom in Emerging Market Firm’s Cross-Border M&A Performance

  Chao

  C-H.

  Yang

  M.

  The current study contributes to the institution-based view of internationalization that is contingent upon the home country development. We examine the differential effects of formal and informal institutions on emerging market multinational corporations’ (EMNCs) ownership strategies. Facing a large informal institutional distance that represents diverse cultural beliefs

  EMNCs opt for a low ownership position that alleviates legitimacy threat

  whereas a large formal institutional distance leads EMNCs to establish dominant ownership control. EMNC home market conditions

  including market size and regulatory institutional quality

  further explain the differential effects of institutional distances.

  Emerging Economies and Institutional Quality: Assessing the Differential Effects of Institutional Distances on Ownership Strategy

  The rapid increase of globalization processes in many aspects of social and work life has pushed educators to develop students with cross-cultural competence in order to work in culturally diverse settings. We extend the current understanding of the effectiveness of cross-cultural management courses by emphasizing multidimensional learning outcomes. Furthermore

  we investigate the influence of international experience on the effectiveness of cross-cultural management education. By studying 179 students at two universities

  our results showed that students’ international experience through international student status was positively associated with their cognitive cultural intelligence

  and students’ international experience through military affiliation was positively related to their motivational cultural intelligence and cross-cultural adjustment efficacy. We discuss ways to utilize experience for better learning and implications for management education.

  Does international experience count in the cross-cultural management course effectiveness?

  Perceived cultural distance in intercultural service encounters: does customer participation matter?

  Purpose\nThis paper aims to investigate if perceived cultural distance (PCD) negatively affects service quality and customer satisfaction through customers’ social judgements of the service providers’ warmth and competence in intercultural service encounters (ICSE)

  and if this negative effect can be mitigated through customer participation (CP).\n\nDesign/methodology/approach\nA 2 × 2 between-subjects experimental design with an online consumer panel was conducted using a series of intercultural service encounter scenarios (in the weight loss service context) to manipulate CP (high vs low) and pictures of service providers to induce PCD (high vs low).\n\nFindings\nAs hypothesized

  in the context of ICSE

  PCD negatively impacts customers’ social judgements of the service providers’ warmth and competence

  which in turn influence service quality and customer satisfaction. However

  the negative impact of PCD is alleviated when the level of CP is high.\n\nResearch limitations/implications\nUsing a single service context (weight loss services) may restrict the generalizability of findings. Future research may explore other service contexts.\n\nPractical implications\nTo improve customers’ experience

  managers in service firms with multicultural customers may create more engagement opportunities by designing the service delivery process in ways in which more CP and involvement is allowed.\n\nOriginality/value\nThis research is among the first to highlight the importance of consumers’ social judgements about culturally dissimilar service providers

  which at baseline come with disadvantages but that can be altered through marketing actions (e.g. enhanced CP).

  Perceived cultural distance in intercultural service encounters: does customer participation matter?

  In recent years

  emerging market multinational corporations (EMNCs) have conducted a record number of cross-border acquisitions (CBAs). EMNCs consider developed markets appropriate destinations because EMNCs can benefit from more advanced technology and managerial know-how

  as well as the brand image and distribution channels established by the target firms in developed markets. Built on the literature on institutional theory and stakeholder theory

  the current paper provides one of the first research endeavors to theorize how EMNCs’ CBAs in a developed market are likely to require EMNCs’ compliance with the established standard of corporate socially responsible (CSR) practices in the host market and as a result

  subsequently improve their corporate social performance in the host developed market. Further

  this paper proposes that the frequency and media coverage of EMNCs’ CBAs in a developed market lead to EMNCs’ adoption of substantive CSR practices. Finally

  the cultural characteristics of the EMNC’s home market also offer unique challenges or opportunities for adopting CSR practices in the host developed market.

  Buying to be Socially Responsible: Emerging Market Multinational Corporations' Cross-border Acquisitions and Corporate Social Performance

  The colonial ties and institutional distance affect the cross-border acquisition performance of internationalizing South African firms who acquire targets in developed economies. Along with these main effects

  this paper examines the moderating effect of the colonial tie on the effects of institutional distance on post-acquisition long-term operating performance. Using data on South African acquisitions in developed economies

  this study finds that the colonial tie has a negative impact on the long-term operating performance of South African acquirers. Yet

  the colonial tie also moderates the effects of institutional distance. This work contributes to the discussion on host-home country institutional distance and its impact on post-acquisition long-term operating performance\nand how colonial past can influence the performance of acquirers from South Africa and other such countries with colonial history

  Out of Africa: The role of institutional distance and host-home colonial tie in South African Firms’ post-acquisition performance in developed economies

  Ru-Shiun

  Texas A&M University–Central Texas

  MicroWorld Corp.

  California

  University of Arkansas

  Hi-Life Convenience Store Chain

  Taiwan

  MetLife

  California State University

  Fresno

  DataDirect

  AdMark Asia Group

  PDI Ninth House

  University of Tampa

  Tampa

  Florida

  Assistant Professor Of Management

  University of Tampa

  Texas A&M University–Central Texas

  Hi-Life Convenience Store Chain

  Taiwan

  •\tSupervised store staff\n•\tParticipated in opening and closing stores in various locations\n•\tAnalyzed sales data and executed inventory control

  Store Manager

  Taipei City

  Taiwan

  Direct Marketing Material Preparation

  Intern

  London

  United Kingdom

  DataDirect

  Tokyo

  Japan

  Data analysis

  field survey

  sales forecast

  Intern

  PDI Ninth House

  University of Arkansas

  AdMark Asia Group

  Honolulu

  Client Search

  Intern

  Instruction in International Management and Leadership courses

  California State University

  Fresno

  Logistics Coordinator

  •\tAnalyzed sales data and forecast inventory needs\n•\tExecuted daily inventory control and coordinated with vendors and shipping companies

  MicroWorld Corp.

  California

  MetLife

  •\tIndividual financial analysis\n•\tSeries 66

  Series 7 certified by the National Association of Securities Dealers (NASD) \n•\tArkansas state insurance license certified

  Financial Service Representative

  Fayetteville

  Arkansas Area

  Academy of Management