Shigemi Yoneyama

Paternalistic leadership has been claimed to be one dominant leadership style in Asia. However, research failed to assess its comparability and applicability across East Asian contexts. The triad model of paternalistic leadership entails elements of authoritarian, benevolent, and moral character leadership. This article investigates the triad model of paternalistic leadership in mainland China, Japan, South Korea, and Taiwan. Paternalistic leadership occurs in an equivalent three-factorial structure indicating the applicability of the triad model, whereas some of the item intercepts vary between the four East Asian employee samples. These findings indicate generalizability of the meaning attributed to paternalistic leadership via three components, whereas the different measurement intercepts epitomize culture-specific scales across the four Asian contexts. The assessment of weak and strong measurement invariance is essential for an emerging cross-cultural research on paternalistic leadership by establishing evidence for the applicability and generalizability (including their boundaries) across cultural contexts.

The purpose of this paper is to explore the impact of internal embeddedness of overseas R&amp D base, or the relationship with its parent company, on innovation performance of the base. While existing studies that examined the internal embeddedness have paid most attention to control-autonomy dimension, this paper takes into consideration the factors of information, human, and capital interaction between the base and the parent. Through such multi-faceted investigation, we found that the bases with weaker control by parent and stronger information linkage with parent demonstrated higher performance. Moreover, the research result revealed that the human interaction, e.g., the transfer of R&amp D manager from parent, had a pivotal roles affecting the degree of both control and information linkage. With these findings, it was argued that to balance dependency and independency in the base-parent relationship and to design appropriate human interactions for realising it would be important management issues in global R&amp D. © 2013 Imperial College Press.

This paper examines the relationship between R&amp D collaborations with local organizations in the host countries and the performance of overseas R&amp D bases, considering the types of collaborations. The result of an empirical analysis shows that, while collaborations with local companies in the same industry of the host country just enhance the efficiency of R&amp D activities, those with local universities, public research institutions, and companies in the different industries increase the overall R&amp D performance including the efficiency of R&amp D activities and the quality of technological outputs. Also, as a factor that enables companies to build external networks, the effect of the nationality of top manager and researchers of R&amp D bases is investigated. The result demonstrates that R&amp D bases with top managers from the home countries are less active in developing R&amp D collaborations with local universities and that, as the percentage of the researchers from the home countries increases, the R&amp D bases tend to develop R&amp D collaborations with local companies in the same industry, but they do not develop those with local universities and other research institutions. © 2012 Imperial College Press.