Chengguang Li holds the Chair of Strategic Management at the TUM School of Management, TUM Campus Heilbronn. He and his team conduct research on the strategy of multinational enterprises (MNEs), small and medium sized enterprises (SMEs), and family firms, with an emphasis on global strategy, firm reputation, and sustainability. His research has been published in the Strategic Management Journal, Journal of International Business Studies, Journal of Management, Journal of Management Studies, and Harvard Business Review and has been funded by the German Research Foundation (DFG).
Professor Li is founder and initiator of the CEO Leadership Series (link) at TUM Campus Heilbronn and president of TUMselect. He has served on the editorial boards of the Journal of International Business Studies, Journal of Management Studies, and Global Strategy Journal.
Professor Li studied industrial engineering at the Technical University of Berlin and obtained a Master of Science from the Nanyang Technological University in Singapore and a Master of Engineering from the Massachusetts Institute of Technology (MIT). Prior to joining academia, he worked as a consultant at the Boston Consulting Group (BCG) and Roland Berger in Berlin, Dubai, and Munich.
Areas of interest
The CEO Leadership Series is the flagship lecture series of the Technical University of Munich (TUM) Campus Heilbronn.
The goal of the CEO Leadership Series is to bring together top executives and students. Each event features one executive, who participates in a panel discussion to talk about his/her career, life, and company, and respond to questions posed by students. This format allows students, early on, to obtain insights into the fascinating corporate world and the exciting life and work of highly successful and renowned managers.
TUMselect is a career network at the Technical University of Munich (TUM) for excellent Bachelor and Master students (and alumni) in management and information engineering.
The program selects our top students through a rigorous assessment center, and connects them with attractive partner companies. The goal of TUMselect is to offer these selected students additional support for their future careers through exclusive events, workshops, and mentoring in and around Heilbronn, Frankfurt, and Stuttgart.
Hofstede (csv dta) [Hofstede, G. 2001. Culture's consequences: Comparing values, behaviors, institutions and organizations across nations. Sage: Thousand Oaks, CA.]
GLOBE (csv dta) [House, R. J., Hanges, P. J., Javidan, M., Dorfman, P., & Gupta, V. 2004. Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Sage: Thousand Oaks, CA.]
Schwartz (readme) [Schwartz, S. H. 2006. A theory of cultural value orientations: Explication and applications. Comparative Sociology, 5: 137–182.]
Tightness-looseness (csv dta) [Gelfand, M. J., Raver, J. L., Nishii, L., Leslie, L. M., Lun, J., Lim, B. C., Duan, L., Almaliach, A., Ang, S., Arnadottir, J., & Aycan, Z. 2011. Differences between tight and loose cultures: A 33-nation study. Science, 332: 1100–1104.]
CULTURAL DISTANCE, CULTURAL CLUSTERS, & CULTURAL ATTRACTIVENESS
Kogut & Singh (1988) index (csv dta) [Kogut, B., & Singh, H. 1988. The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3): 411–432.]
Ronen & Shenkar (2013) clusters (csv dta) [Ronen, S., & Shenkar, O. 2013. Mapping world cultures: Cluster formation, sources and implications. Journal of International Business Studies, 44(9): 867–897.]
Cultural attractiveness (csv dta) [Li, C., Brodbeck, F. C., Shenkar, O., Ponzi, L., & Fisch, J. H. 2017. Embracing the foreign: Cultural attractiveness and international strategy. Strategic Management Journal, 38(4): 950–971.]
Notes: Country names are from the World Bank. There are widely used datasets with errors on the internet for download. We tried to identify and correct the errors here. Nevertheless, please double-check the data for consistency before using them.
Bu, J., Tang, Y., Luo, Y., & C. Li. (forthcoming). Learning from inbound foreign acquisitions for outbound expansion by emerging market MNEs, Journal of International Business Studies.
Li., C. (forthcoming). Cultural friction in international joint ventures: Whose cultural distance affects market reactions? Journal of Management.
Li, C., & Haleblian, J. (2022). The influence of nation-level institutions on acquisition premiums: A cross-country comparative study, Journal of Management, 48(8): 878–904.
Li., C., & Gelfand, M. J. (2022). The influence of cultural tightness-looseness on cross-border acquisition performance, Journal of Economic Behavior & Organization, 195: 1–15.
Li, C., & Reuer, J. R. (2022). The impact of corruption on market reactions to international strategic alliances, Journal of International Business Studies, 53(1): 187–202.
Li, C., Diebel, W., Gualandris, J., & Klassen, R. D. (2022). Inter-firm transfer of environmental disclosure in global supply chains, Academy of Management Proceedings.
Li, C., Shenkar, O., Newburry, W., & Tang, Y. (2021). How country reputation differentials influence market reaction to international acquisitions, Journal of Management Studies, 58(6): 1609–1639.
Meyer, K. E., Li, C., & Schotter, A. P. J. (2020). Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda, Journal of International Business Studies, 51(4): 538–576.
Li, C., Arikan, I., Shenkar, O., & Arikan, A. (2020). The impact of country-dyadic conflicts on market reaction to cross-border acquisitions, Journal of International Business Studies, 51(3): 299–325.
Li, C., Isidor, R., Dau, L. A., & Kabst, R. (2018). The more the merrier? Immigrant share and entrepreneurial activities. Entrepreneurship Theory and Practice, 42(5): 698-733.
Li, C., Brodbeck, F. C., Shenkar, O., Ponzi, L., & Fisch, J. H. (2017). Embracing the foreign: Cultural attractiveness and international strategy. Strategic Management Journal, 38(4): 950–971.