Business Administration

Bing REN
Business Administration
Tel: 86-22-23509167
  • Biography

  • Research & Achievement

  • Projects

  • Teaching

Research Areas

Organization and Strategic Management,Entrepreneurship,
Innovation, International Business


2000.8-2005.8, PhD in Management (Major:Management) Chinese University of Hong Kong, Hong Kong

1997.8-2000.7, Master of Economics (Major: IndustrialEconomics)

School of Economics, Nankai University

1993.8-1997.7, Bachelor of Economics(Major: Economics)

School of Economics, Nankai University


Further Education andTraining Experience

2014.5, Workshop training participants ofthe qualitative research methods in East China University of Science andTechnology, School of Business, Shanghai, China.

2013.5, Workshop training participants ofthe Qualitative research methods in East China University of Science andTechnology, School of Business, Shanghai, China.

2013.9, Participants of the “Exchange Campfor Young Scholars of China” organized by Prof. Ming-Jer, Chen, Dardon GraduateSchool, University of Virginia, Tsinghua University, China.

2013.8, Visiting Scholar, Hong Kong BaptistUniversity, Hong Kong.

Professional Experience

2011.12-PresentProfessor, Department of Business Management, Nankai University

2005.9-2011.12, Associate Professor,Department of Business Management,

Nankai University


[1]     2014, Second Prize of Tianjin “131”Innovative Talent Training Project

[2]     2012, Excellence Award of NationalNatural Science Foundation of China Funded Project

[3]     2010, First Prize of the 12th Social Science Excellent Achievement Award, Tianjin

[4]     2009 -2010, the Best Case Studyon Chinese Enterprise Management of Year

Social Service

[1]     2006.1-Present, Member andReviewer of AOM, AAOM, AIB, IACMR and CNSNS

[2]     2006.12-Present, Reviewer, NankaiBusiness Review, Management Science of China, Chinese Journal of Management, AsiaPacific Journal of Management, Journal of World Business.

Working Experience Related with Profession

[1]     Part-Time Researcher of NetworkResearch Center, Tsinghua University

[2]     Part-Time Professor ofEntrepreneurship Research Center, Nankai University

[3]     2013.7-Present, Executive ChiefEditor of Modern Finance and Economics, “Internet Economy” Colum

[4]     Organizer and Initiator ofChinese Research Council of Modern Management, Organization and StrategyManagement Branch

[5]     Director of Chinese Network forSocial Network Studies, Founding Chief Editor of Chinese Network for SocialNetwork Studies NEWSLETTER

[6]     Founder and Organizer of NANKAIMANAGEMENT RESEARCH SALON

[7]     Founder of Tianjin ExchangeDiscussion Between Enterprises and Students Wechat Group


[1]     The Culturally ConstructedSocial Capital: A Multiple Case Study in China, The 1st Chinese Society forManagement Modernization ‘Organization and Strategic Management Forum’,2014.10, Xi`an Jiaotong University.

[2]     2014.6, What is ChineseLocalized Management Research and a Research Share, Localized ManagementResearch Discussion Group, Tsinghua University.

[3]     2014, Intercorporate NetworkStudies, Round table coordinator in the 2014 IACMR conference (Chinese papersession), Beijing, China.

[4]     2013.9, Who is the Role Modelof Young Scholar, at the 1st Chinese Young Scholar Exchange Camp,Beijing, China.

[5]     2013.7, China’s BusinessNetwork and Economic Power in Real Estate Industry, at the 10th SocialNetwork and Guanxi Management Conference, Guanxi, China.

[6]     201010, New SOEs: Leadership,Innovative marketing and Strategic Change, Innovations and Change Case ResearchForum, Guanghua School of Management, Peking University, Beijing, China.

[7]     2011, Interlocking DirectorateNetwork and Firm Performance: The Moderation Effect of Ownership Structureduring China’s Institutional Transitions. Center for Studies of CorporateGovernance, Nankai University, Tianjin, China.

[8]     2010.11, InterlockingDirectorate Network and Firm Performance during China’s InstitutionalTransitions”, Guanghua School of Management, Peiking University, Beijing, China.

[9]     2013, CultureSelf-Consciousness and Culture Confidence: Three Responds and Three ResearchTopics, at the Second International Conference on Business Anthropology,Shanghai, China.


Professional Activities

[1]     2013.7, Hosted the 10th SocialNetwork and Guangxi Management Conference, Xi’an, China (The forum is titled “InterfirmNetwork and Evolution”)

[2]     2012.7, Hosted the 9th SocialNetwork and Guangxi Management Conference, Tsinghua University, Beijing, China(The forum is titled Interfirm Network and Evolution)

[3]     2012.6, Chinese SymposiumOrganizer in the 2012 IACMR Conference Meetings, Hong Kong, China (Thesymposium is titled “Social Capital Research: Opportunities and Challenges inthe Chinese Context”)

[4]     2011.10, Session Chair &forum organizer in the 8th Social Network and Guanxi Management Conference, inEast China University in Science and Technology School of Business, Shanghai,China (The forum is titled “The Formation and Organizational Social Capital andits Consequences in the Chinese Context”)

[5]     2010.12, Session Chair &Discussant in the 7th Social Network and Guanxi Management Conference, inSchool of Business, Sun Yat-Sen University, Guangzhou, China

[6]     2010.11, Chair in SpeciallyInvited Paper Session in the Chinese Firm Management Case Forum, in School ofBusiness, Renmin University, Beijing, China

Peer-Reviewed Journal Papers


[1]     Hao L., Ren B., Sun L.S. An Anatomy of State Control in the Globalizationof State-Owned Enterprises. Journal of International Business Studies,2015, Vol.46, No.2:223-240.



[1]     Ying Z., Ren B. Social Capital and Firm Internationalization: A LiteratureReview and Future Research Agenda. Modern Finance and Economics-Journal ofTianjin University of Finance and Economics, 2014, No.1:76-91.(Published in Chinese)

[2]     Luo, Jarder, Zhang T., Ren B. Interfirm Social Network and ComplexAdaptation: The Role of Buju. Chinese Journal of Management, 2014,No.9:1253-1264. (Published in Chinese)

[3]     Ren B., Chu Y. How to Conduct Chinese ContextualizedManagement Theory? Chinese Journal of Management, 2014. (Published in Chinese)



[1]     Livia Markoczy, Sun L., Mike W.Peng, Weilei (Stone) Shi, Ren B. SocialNetwork Contingency, Symbolic Management and Boundary Stretching. StrategicManagement Journal, 2013, Vol.34, No.11:1367-1387. (Published inChinese)



[1]     Sun L., Mike Peng, Ren B., Yan D.Y. A Comparative OwnershipAdvantage Framework for Cross-Border M&As: The Rise of Chinese and IndianMNEs. Journal of World Business, 2012, No.47: 4-16.

[2]     Du Y.Z., Zhang Y.L., Ren B. Showing or Hiding Competitive Advantage?The U-Shaped Curvilinear Relationship between Competitor Orientation and NewVenture Performance and the Mediating Role of Organizational Legitimacy. ManagementWorld, 2012, Vol. 7: 96-107. (Published in Chinese)

[3]     Ren B., Zheng Y. Liability of Foreignness:A Literature Review and Future Research Agenda. Foreign Economics &Management, 2012, Vol. 34, No.2: 27-34. (Published in Chinese)



[1]     Ren B., Lu Y. Diversification,Directorship Interlock Network Centrality and Firm Performance. Reviewof Corporate Governance, 2011,Vol. 3.

[2]     Yan D.Y., Ren B., Zhao Q.W. Cross-Border Acquisition versus New JointVenture: Research on Choices of Outward Foreign Direct Investments Mode fromInstitutional Perspective. Journal of Shanxi Finance and EconomicsUniversity, 2011, Vol. 32, No. 12: 80-87. (Published in Chinese)

[3]     Ren B., Zhang J.T., 2011.Entrepreneurial Orientation, Family Resource Pools and Institutional Influencein Chinese Business Enterprises: The Case of Dawu Business Group. ChinaManagement Studies, Vol. 6,No. 1: 21-56.

[4]     Ren B., Wei L.Q., Zhou S.X. TMTDiversity and Organizational Innovation: The Role of Network Ties andCollaborative Decision Making. Chinese Journal of Management, 2011,Vol. 8 No.11: 1630-1637.(Published in Chinese)

[5]     Sun L., Ren B., Yan D.Y., Mike Peng. Comparative Ownership Advantages:Theoretical Framework for China and India’s Cross-border M&As. ChinaManagement Studies, 2011, Vol. 5, No. 4:1-32. (Published in Chinese)



[1]     Yan D.Y., Hong J.J., Ren B. Determinants of outward foreigndirect investment by Chinese enterprises: An empirical study from institutionalperspective. Nankai Business Review International, 2010, Vol. 1, No. 3:237-253. (Published in Chinese)

[2]     Du Y.Z., Ren B., Zhang Y.L., Chen Z.W. Reactiveness, Legitimation and the Growth of SMEs in Emerging Economy. Frontiers of Business Research in China,2010, Vol. 4, No. 2, 283-305.


Non-Peer-ReviewedJournal Papers


[1]     Ren B. From Relationship to OrganizingAbility. CEIBS Business Review. 2014No.1



[1]     Ren B. Relationship Management from thePerspective of Organized Social Capital. China Management Magazine. 2011, No.10:40-43.(Published in Chinese)



[1]     Sun L., Chen Y., Ren B. The Ten Most Advanced InnovationTopics. IT Manager World. 2010, No. 11:206-210+212-214. (Published inChinese)



[1]     Ren, B., Liang H. "An institutionalperspective and the role of state for Chinese OFDI", in Alon, I. (ed.),Doing Business in China: The Environments of Chinese Business, The Marketing& Management Collection, Henry Stewart Talks Ltd, London, 2013.7. (onlineat

[2]     Ren B., Peter Sheldrake. Looking Forwardto Tomorrow’s Australian Company, Research Report, published by the Tomorrow’sAustralian Company research project, 2010. (Published in Chinese)



[1]     Ren B., Zhang T. Bringing Belief Back in: Dancingwith Change and Impact on Entrepreneurship. SMSCopenhagen Conference, Copenhagen, Denmark, 2014.

[2]     Ying Z., Ren B., Yan D.Y. FDI Location Choice of EMNCs: Formal and Informal Institutional Influenceand the Moderating Effect of Organizational Learning at Home/Host Country. IACMR 2014 Conference, Beijing, China,2014.6.

[3]     Ren B., Chu Y. Chinese ManagementResearch with Contextualization: Concept, Implication and Method. China Practice Management Forum,Tianjin, China, 2013.11.

[4]     Ren B., Chu Y., Yan D.Y. OrganizationRedundancy, CEO’s Level of Education, Executive Pay’s Influence on State-OwnedEnterprises’ Internationalization. The 7thInternational Symposium of Corporate Governance, Tianjin, China, 2013.9.

[5]     Ren B., Sun L. The Evolution of Directorship Interlock Network:Exploring Chinese Network Capitalism. The 25thAnnual Meeting of the Society for the Advancement of Socio-Economics, Universityof Milan, 2013.6.27-29.

[6]     Luo, Jarder, Zhang T., Ren B. Interfirm Social Network and ComplexAdaptation: The role of Buju. The 10th ChineseNetwork for Social Network Studies (CNSNS) and Guanxi Management Conference, Xi’an, China, 2013.7.

[7]     YingZ., Ren B., Yan D.Y. Institutional Barrier,Learning through Experience and Network Ties, and FDO Location Choice of EMNEs. The 10th Chinese Network forSocial Network Studies (CNSNS) and Guanxi Management Conference, Xi’an,China, 2013.7.

[8]     Ren B. Directorship Interlock Network and EconomicPerformance in the Context of China. 2013 International Network for Social NetworkAnalysis (INSNA) and Chinese Networkfor Social Network Studies conference, Xi’an, China, 2013.6.12-15.

[9]     Ying Z., Ren B., Yan D.Y. Institutional Barrier, Learning through Experienceand Network Ties, and FDO Location Choice of EMNEs. China Goes GlobalConference 2013, Germany,2013.

[10] Ren B.,Zhang W. China’s Private Network Capitalism in Real EstateIndustry. 2013 G20 Youth Forum, Saint-Petersburg,2012.9.17-21.

[11] Liang H., Ren B., Sun L. Crouching Tiger, Hidden Dragon: On aState-Stewardship View on Chinese Firms’ Internationalization. China Goes Global Conference 2012, Harvard,2012.

[12] Ren B.Does Interlocking Directorate Network Matter? The Contingency Effect of Institutionaland Firm Level Factors. Chinese symposium“Social capital research: Opportunities and Challenges in Chinese context”, the2012 IACMR conference, Hong Kong, China, 2012.6.

[13] Liang H., Ren B., Zhu H.K. Revisiting the OLI Paradigm: The institutions, theState, and China’s OFDI. China Goes Global Conference, Harvard, 2011.

[14] Liang H., Ren B. ChineseMultinationals' Outward Foreign Direct Investment: An Institutional Perspectiveand the Role of the State. China Goes Global Conference, Harvard, 2010.

[15] Sun L., Ren B., Yan D.Y., Mike Peng. Latecomers’ Comparative OwnershipAdvantage: Evidence from Chinese and Indian Firms’ Cross-Border M&As. IACMR 2010 conference, Shanghai, China,2010.6.


Bookand Chapters

[1]     Ren B., Liang H., Ying Z. An Institutional Perspective and the Role of the State for Chinese OFDI, In “Chinese InternationalInvestments”, edited by Ilan Alon, Marc, Fetscherin, Philippe Gugler, UK: Palgrave Macmillan, 2012. (Participatein Writing)

[2]     Ren B., Yang B., Li Y. The Sun Family:Passing the Helm to the Wise, In Kevin Au, Justin B. Craig, Mervyn J. Morris,& K. Ramachandran (Eds.), Entrepreneurshipin Family Firms in Asia, Edward Elgar Publishing Limited, 2011. (Participatein Writing)

[3]     Zhang Y., Ren B., Du G.C., Yang J. Dancing with change: A co-evolutionary perspective of privateentrepreneurship during China’s institutional transitions, In Comparative Entrepreneur Initiatives: Studiesof China, Japan, and the United States, Allan Bird & Chikako Usui(Eds.), UK:Palgrave Macmillan, 2011. (Participatein Writing)

[4]     ZhouS.X., Ren B., Sun L. Lenovo Group, Forthcomingin Wenxian Zhang and Ilan Alon (Eds.), Top100 Companies in China, Houndmills, UK: Palgrave Macmillan, 2010. (Participatein Writing)

[5]     ShaoJ.H., Ren B., Sun L. BYD company,Forthcoming in Wenxian Zhang and Ilan Alon (Eds.), Top 100 Companies in China, Houndmills, UK: Palgrave Macmillan,2010. (Participate in Writing)


[1]     2015.1-2016.12, National SocialScience Foundation of China Funded Project, Research on Society GovernanceSystem and Mechanism Innovation in the perspective of Comprehensive DeepenReform (PI). (Director of its Sub-Project “Synergetic Analysis on PolycentricGovernance Model and Multi-Level of Society Governance System and MechanismInnovation”)

[2]     2013.1-2016.12, NationalNatural Science Foundation of China Funded Project, Legitimation Strategy, InstitutionalChange, Opportunity Exploitation and Firm Competitive Advantage (PI)

[3]     2012.1-2014.12, Humanity andSocial Science Research Fund Project of Ministry of Education, Legitimation Strategy,Institutional Change and Firm Competitive Advantage (PI)

[4]     2012.1-2013.1, Director of CentralHigher-Education fundamental research fund, session 2, round 1st “MNC Network,Social Capital and Liability of Foreignness: Evidence of Chinese Multinational Corporations(PI)



Strategic Management, AdvancedManagement,

Advanced Business EnglishCommunication,

Making strategies: Entering intothe P2P industryGMEP



Organizational Behavior,Management Research, Advanced Management,

Advanced Business EnglishCommunication,

Making strategies: A case in aSouthern Chinese private enterpriseGMEP



Advanced Business EnglishCommunication, Management Research,

Advanced Management, BusinessStrategy and Decision-Making,

Chinese manufacturing industry andgrowth (GMEP),

Chinese business operation: aprivate company in China (GMEP),

Chinese firms’internationalization: The case of Huawei) (GMEP)


International Business Management,Advanced Business English Communication, Management, Business Strategy andDecision-Making,

Strategy of Chinese Enterprises toGo out (GMEP),

Huawei’s Internationalization inthe North American Market (GMEP)



Advanced Business EnglishCommunication, The Global Business and Sustainability: From Emerging MarketEnterprise Perspective, ESPM,

Universidad De Sao Paulo, Brazil, Professorsin finance, Strategy, Labor relations, International Relations (GMEP)