Martin Lockett

University of Nottingham, China Campus, Nottingham University Business School China, Faculty Member

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Professor Martin Lockett is Dean of the Nottingham University Business School China at the University of Nottingham Ningbo China (UNNC). His career brings together the academic and business worlds. After 13 years’ research and teaching in leading universities (Cambridge, Open University, Imperial College, Oxford), he spent 16 years in a variety of senior business roles including general management, strategy consulting, business development, and management of major change programmes. This included working for John Lewis, KPMG, American Management Systems, Sapient and Arthur D Little with experience in Europe, Asia, US, Middle East and Africa. He then moved back to the academic world at Ashridge where he became Dean of Academic Development. This included leading the international development of Ashridge, managing international partners and agents

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Andreas Umland

National University of "Kyiv-Mohyla Academy"

Paul Leonardi

University of California, Santa Barbara

David Seamon

Kansas State University

Armando Marques-Guedes

UNL - New University of Lisbon

Jeroen Huisman

Ghent University

Michelle Kasprzak

Hogeschool Rotterdam

André Bueno

UERJ - Universidade do Estado do Rio de Janeiro / Rio de Janeiro State University

Jeremy A . Garlick

University of Economics Prague

Armin Selbitschka

Ludwig-Maximilians-Universität München

Sharon Stein

University of British Columbia

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Papers by Martin Lockett

The Dean of Shandong: Confessions of a Minor Bureaucrat at a Chinese University

Asian Affairs, Mar 15, 2023

Organizations as Systems

Routledge eBooks, May 2, 2013

UK Higher Education Quality Assurance System： Origin, Evolution and Trend of Development

Modern Education Management, Jul 15, 2020

12. Technical Innovation and Economic Reform in Socialist Economies with Special Reference to China

De Gruyter eBooks, Jan 31, 1987

Reform policy and the Chinese enterprise

JAI Press eBooks, 1990

Bridging the Division of Labour? The Case of China

Economic & Industrial Democracy, Nov 1, 1980

The work of Marx (and subsequent marxists) provides both a critique of the division of labour in ... more The work of Marx (and subsequent marxists) provides both a critique of the division of labour in capitalist societies and a fairly clear idea of the trends he expected in a transition to a communist society. China is a society in which there have been a variety of attempts to put these ideas into practice during this century and, at certain stages, to develop an alternative to the forms of work organization in both the West and the USSR as part of a more general 'Maoist' strategy for economic development. These organizational innovations are outlined, as are the conflicts over their implementation. Finally, some conclusions are drawn regarding the specific features of Chinese development and the extent to which such policies are more generally applicable.

Small Business and Socialism in Urban China

Development and Change, 1986

Small business and its potential contribution to economic development has recently become a topic... more Small business and its potential contribution to economic development has recently become a topic of some concern in both capitalist and socialist economies. in the West it has been argued that small and medium-sized enterprises have potential advantages over larger ones in areas including (i) technical innovation, particularly in new product development in certain sectors; (ii) human relations within the enterprise; (iii) employment generation; (iv) flexibility and the ability to adjust to changing market conditions more rapidly than larger, more bureaucratic organizations; and (v) managerial dynamism and entrepreneurship (Rothwell & Zegveld 1982). Economic history has been reexamined to analyze the role of small businesses. Thus, the rapid economic growth of Japan has, for example, been related to the size of the small business sector and the subcontracting relationships between large firms and smaller ones. Analyses of job creation in the USA have also stressed the contribution of small businesses to the growth of employment since the Second World War (Birch 1979).' Further, there is evidence that while there is a continuing trend towards concentration of ownership in advanced capitalist economies, the scale of production (measured in terms of employment per plant) has been decreasing. Amongst those looking at the Third World, there have been some similar trends. The potential role of the 'informal' sector of individual and small scale enterprises has been stressed, for example in the ILO (1972) mission to Kenya. The relative abundance of labour relative to capital has been seen as a rationale for developing small businesses as both a means of job creation and a way of increasing production of consumer and simple producer goods (e.g. the Indian ThirdFive Year Plan; see Rana 1965: 3). Other approaches, such as that of 'appropriate technology', have often advocated small scale enterprises as beneficial to Third World development on social as well as economic grounds.

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India's Exports: The Challenge from China. By Sanjay Kathuria and Nisha Taneja. [New Delhi: Indian Council for Research on International Economic Relations, 1986. 106 pp. Rs60.00. US$42.00]

The China Quarterly, Mar 1, 1988

for development of a socialist economy that is internationally competitive-and the consequences f... more for development of a socialist economy that is internationally competitive-and the consequences for Communist Party political control. The second is the impact of an outward-orientated China on the world economy in a period of growing protectionism, which is not examined in any detail. But while such criticisms can be made, the book is a stimulative and well-written overview for both specialists and a more general audience.

Trends in Chinese Enterprise Management, 1978–1982

Elsevier eBooks, 1984

Economic reforms in relation to industry have passed through three phases, centred on (i) expande... more Economic reforms in relation to industry have passed through three phases, centred on (i) expanded autonomy for experimental enterprises in 1978-80, (ii) 'economic responsibility systems' in 1981-82, and (iii) 'consolidation' particularly of large enterprises from 1982. While limited in scope, the reforms to date have had a significant impact on management practices. In addition there have been moves towards greater industrial democracy, involving the election of managers and workers' congresses. In practice, however, the degree of democracy is limited and varies widely between plants and regions. Another aspect of change has been, a greater emphasis on the smaller urban collective enterprises. Overall reform policies face substantial inertia, a halfway house which may lead to worse long-term economic problems than either more rigid planning or further reform. 'consolidation' of industrial enterprises. These phases are not distinct, for since 1979 they have all fallen under the general policy slogan of 'Readjustment, Reform, Consolidation and Improvement' (tiaozheng, gaige, zhengdun, tigao).

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Building dynamic capability through sequential ambidexterity: a case study of the transformation of a latecomer firm in China

Journal of Management & Organization, May 1, 2022

Sequential ambidexterity is a specific dynamic capability which can play an important role in the... more Sequential ambidexterity is a specific dynamic capability which can play an important role in the technological catch-up of latecomer firms with limited knowledge and resources. Through a longitudinal case study, the trajectory of a latecomer firm's transformation from a generic technology manufacturer to a world-class innovator is analysed. This paper finds that sequential ambidexterity can be the basis of building dynamic capability, which enabled a latecomer to become a market leader through three major transitions. It shows how the building of dynamic capability through sequential ambidexterity is dependent on four mechanisms: senior manager cognition of the environment; organization learning orientation; organization structure design; and process reconfiguration. Building dynamic capability is also dependent on alignment between these mechanisms within the firm. Theoretically, the paper enhances understanding of the micro-foundations of developing dynamic capability through sequential ambidexterity. It also suggests that three contingent dimensions in determining the optimal approach to ambidexterity are: (i) industry leading versus catch-up firms, (ii) the scale of the firm, and (iii) the diversity of the downstream market. Furthermore, the paper provides practical insights for latecomer firms seeking to catch-up with industry leaders.

China's Special Economic Zones: The Cultural and Managerial Challenges

Journal of general management, Mar 1, 1987

Since China's policy of Special Economic Zones was announced in 1979, the areas affected by these... more Since China's policy of Special Economic Zones was announced in 1979, the areas affected by these policies have changed at a rapid pace. In 1975 when I first went through what is now the Shenzhen Special Economic Zone, it was just a border railway station and a small town. Passing through in 1981, it looked like a huge building site-which it still is to some degree. But by 1985, it was taking shape as a new city and was totally unrecognizable when compared with ten years before. Attitudes and organization have changed fast too: ten years ago, Shenzhen station was covered in political slogans, today it is covered in advertising as well as being much larger. In this article I will first outline the present position of China's Special Economic Zones (SEZ) and other areas in which there are special incentives for foreign investors-the 14 coastal cities and three 'open economic zones'-as well as the Chinese goals in setting them up. In particular certain conflicts can be identified between these goals which may affect organizations in the Zones. Second, I shall look at the Special Economic Zones in terms of culture-seeing them as a meeting place of both Chinese and Western culture, and between aspects of capitalism and socialism. Particular emphasis will be given to the cultural similarities between overseas Chinese and those in the People's Republic of China (PRC), in contrast to Western culture. Third, issues of negotiating joint venture and other agreements in the Special Economic Zones will be dealt with and the effect of cultural factors will be stressed. Fourth, I shall look at some of the issues which are now faced by management in the Special Economic Zones, relating these to culture where appropriate.

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The significance of trade unions in China

Industrial Relations Journal, Dec 1, 1983

The significance of trade unions in China* Against the background of the rise (and fall) of Solid... more The significance of trade unions in China* Against the background of the rise (and fall) of Solidarity in Poland this article examines the nature of communist trade unions, focusing on their development in China and emphasising the need to use a different approach from that appropriate to capitalist societies.

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Culture and the Problems of Chinese Management

Organization Studies, Oct 1, 1988

This article analyzes the relationship between problems of management in the People's Republi... more This article analyzes the relationship between problems of management in the People's Republic of China and Chinese culture. Five problem areas are outlined: (i) organizational structure; (ii) management skills and succession, (iii) Party/management relations; (iv) operational; and (v) motivation and labour discipline. Chinese culture is seen to have four main features affecting organizations: (a) respect for age and hierarchy; (b) group orientation; (c) face; (d) the importance of relationships. It is argued that these can reinforce management problems arising from a planned economy, as well as undermining the legitimacy of formal organization. In the future, it is likely that moves towards Western management methods may not have the desired effects as a result of cultural influences.

Urban Inequality and Living Standards: A Note on the Staff of Life

The China Quarterly, Mar 1, 1984

... in Organisation Consulting; Masters in Executive Coaching; Postgraduate Certificate in Advanc... more

The China Challenge: Adjustment and Reform

A consideration of the political, economic and international dimensions of developments in China ... more

China: Asia's Next Economic Giant. By Dwight H. Perkins. [Seattle: University of Washington Press, 1986. 98 pp. $12.95]

The China Quarterly, Mar 1, 1988

the Party's attempt to impose birth control in the villages. Finally, the authors' assert... more the Party's attempt to impose birth control in the villages. Finally, the authors' assertion (p. 403) that Sino-Japanese relations are potentially trouble-free does not take into account the anti-Japanese demonstrations by Chinese students in 1984. Criticism was levelled at Japan • not only because of the growing trade deficit between the two I countries but also because it was felt that Japan was reluctant both to share technology and buy Chinese finished products (as opposed to raw materials). In their general summing up of developments since 1949, the : authors consider that positive change has occurred in the political [ realm, less so in the economic and social realms, while culturally there has been regression (although the authors totally overlook the exciting changes that have occurred in the Chinese cinema illustrated, for example, by the film Yellow Earth). As for the future, they argue that t past experience has limited the options available to the Chinese ' leadership neither a process of significant political reform combined with rapid economic development, nor a return to "mass terror and economic cataclysm" is possible-and anticipate that policy will oscillate between two lesser extremes, combining the features of both i centralized control on the Soviet model and that of a mixed economy. f La Chine is an informative and stimulating book, and will be of value to both teacher and student as a guide to overall developments since 1949. PAUL J. BAILEY

Managing project portfolios

Business Strategy Review, Jun 1, 2008

think it's a great idea, but only if it's done right.

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From focus to ambidexterity: the choice of catch-up strategy for EMNEs

Cross Cultural & Strategic Management, 2021

PurposeEmerging-market multinational enterprises (EMNEs) can choose focused or ambidextrous strat... more PurposeEmerging-market multinational enterprises (EMNEs) can choose focused or ambidextrous strategies to catch up with global market leaders through overseas foreign direct investment (OFDI). The Belt and Road Initiative (BRI), launched by the Chinese government in 2013, had a profound impact on Chinese multinational enterprises’ international behavior. This paper analyses how EMNEs select focused or ambidextrous catch-up strategies before and after the BRI, integrating ambidexterity and catch-up theories to provide a more nuanced understanding of the evolution of EMNE strategy.Design/methodology/approachA case study is well suited for deriving rich descriptions of empirical phenomena for which little theory exists. Because the existing literature has not yet fully explored and conceptually modeled the influence of windows of opportunity on international catch-up strategies, we use qualitative research to explore the mechanisms of strategy evolution in EMNEs.FindingsThe results sho...