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| CrossCutting Identities of Senior Executives, Strategic Interdependence and the Value of NonSOEs |
| LI Ling，LI Yanping，TAO Houyong |
| 1.SouthCentral University for Nationalities, Wuhan,China; 2.Wuhan University,Wuhan,China |
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Abstract In this study, the relationship among the crosscutting identities of senior executives, strategic interdependence and the value of nonSOEs is investigated based on the sample of listed companies in China from political ecosystem perspective. The results show that, after controlling of other relevant factors, the scope of crosscutting identities has significantly negative impact on the value of nonSOEs, while the level of crosscutting identities is positive; structural uncertainty and competitive intensity play significantly positive, moderating roles between the crosscutting identities and the value of nonSOEs; crossover strategy has no substantive contribution to the relationship between R&D strategy and the value of nonSOEs, the inclusiveness of crossover strategy and R&D strategy produce “packing effect”; crossover strategy does harm to the relationship between advertisement strategy and the value of nonSOEs, the inclusiveness of crossover strategy and advertisement strategy produce “erosion effect”; while crossover strategy is helpful to the relationship among R&D strategy, advertisement strategy and the value of nonSOEs, the inclusiveness of crossover strategy, R&D strategy, and advertisement strategy produce “synergy effect”.
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Received: 08 May 2014
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2014, Vol. 11 
