We replicate and extend Jia, You, and Du's (2012) study. We added samples from the last 13 years (from 2011 to 2023) and analyzed these new samples using the same methodology as the 2012 article. Our replication found that in the last 13 years, 4 articles in the six leading journals and 16 articles in Management and Organization Review (MOR) have the highest degree of Chinese contextualization in concepts (what), their relationships (how), and the logics underlying the relationships (why). The Chinese context continues to contribute novel knowledge. The extension study fully demonstrates that in the 20 years since its birth, MOR has been on the path of pursuing its original aspiration and realizing its mission. On the what, why, and joint contextualization dimensions, the proportion of articles published in MOR with high contextualized theoretical contributions is higher than the proportion in the six leading journals. On the theory-building dimension, the overall degree of the articles published in MOR is higher than that of those published in the six leading journals. This indicates that MOR publishes articles that are not only of high quality and make general theoretical contributions, but also are highly relevant to the Chinese context.

In reflecting on the history of Management and Organization Review (MOR), it is not cliché to say that ‘time flies’. It is amazing that MOR has been in existence for 20 years. The memories of the excitement, challenges, and anxiety in the founding years are still vivid, like yesterday. Most organizations die within 5 years of their birth (Daepp, Hamilton, West, & Bettencourt, 2015; Gürtler & Miller, 2022; SAIC, 2013). We can assume that MOR has passed its survival threat. What accounts for its survival success? Is it luck, as would be the case of some entrepreneurial ventures that came to be at the right time in the right place? Survival was not on the minds of the founders of MOR; making an impact on advancing Chinese management research was. What were the founders' aspirations for creating a new journal in an already highly competitive and mature field of journal publishing in business and management? How well has MOR reached its aspirations? Twenty years is a good occasion to take stock of the achievements of MOR, its challenges and opportunities, and what future does it desire in serving the global community of Chinese management and organization scholars?

It was all because of Anne Tsui's vision, leadership, and never-exhausted energy that nurtured MOR to be born out of a scholarly scratch. I happened to be within proximity to lend her a helpful hand.

I am honored to be asked to write an essay on my involvement with Management and Organization Review (MOR) and the Chinese management research community. I was one of the founding senior editors of MOR at its inception in March 2005. I still have Volume 1, Issue 1 on my bookshelf in my office. From the start, it was a team effort with six senior editors, four consulting editors, a host of scholars on the editorial review board and the editorial advisory board, as well as ad hoc reviewers. The IACMR was an important partner and supporter of the journal. Anne Tsui was our editor-in-chief, but she knew how to involve the entire ‘village’ in the production of MOR, even those of us who were not bona fide Chinese management scholars but who would do everything they could to make the journal a success. We are indeed grateful to Anne, and everyone involved. It was an initiative at a grand scale.

Xiao-Ping's invitation brings back many wonderful memories associated with the MOR community since its inception, so I am grateful to have this occasion to share these memories with you. My relationship with MOR is connected through a number of colleagues and friends and a series of events.

I fondly recall the very first gathering of founding editors, spearheaded by Anne Tsui, roughly two decades ago in San Francisco. We engaged in thorough discussions about the journal's direction, policies, and even plans for the inaugural issue, which concluded with a delightful dinner at a local Chinese restaurant. Management and Organization Review (MOR) has a plethora of achievements to celebrate and commend, thanks to the diligent, dedicated, and meticulous work carried out over the past 20 years by our collective community, including editors, authors, reviewers, and partners. This is particularly true for our distinguished editors-in-chief and editors, who span multiple generations. I am proud of my involvement and contribution to the journal's early development and to have witnessed its remarkable growth.

One of the most interesting facts about economic history is that income levels remained flat for most of recorded human history and then began to increase in a sustained fashion during the 17th century, providing citizens of industrialized countries with standards of living that would have been unimaginable for most of human history (see Figure 1).

To begin with, I wish to thank Editor-in-Chief Xiao-Ping Chen for her initiative to celebrate MOR's twentieth anniversary by inviting a series of essays under the seductive title ‘MOR and Me’, with the overarching subtitle ‘Chinese management research: Looking back, current status, and future prospects’.

The debate on theoretical contextualization began with a dual focus on the context-embedded approach and the context-specific approach. In my view, over the past 20 years, the focus of the discussion has shifted from developing indigenous management theories toward how the Chinese context offers fertile ground for developing novel theories with global relevance.

This study delves into the intricate relationship between chief executive officers' (CEOs') experiences of poverty and the digital transformation of their firms. Employing comprehensive data collection on CEOs' birthplaces and leveraging advanced text analytics to quantify digitalization, our analysis encompasses a wide array of listed companies in China. The findings reveal that CEOs' impoverished experiences exert a detrimental influence on their firms' digital transformation efforts, primarily due to a lack of motivation and social resources necessary for such initiatives. However, this adverse effect can be ameliorated when CEOs gain access to substantial social resources in later life. Our conclusions are robust, supported by rigorous testing, and underscore not only the impact of CEOs' early-life poverty on corporate digitalization but also the potential for overcoming these challenges through the acquisition of external social resources and connections in adulthood. This study contributes significantly to existing literature and offers practical implications for enhancing corporate digital transformation strategies.

The rise of online voicing and campaigns empowered by digital technologies and online social media is rejuvenating retail investor activism that has been mostly ignored in the traditional offline setting. This article argues that online activism that is initiated by retail investors will affect managerial attention intensity and attention priority on environmental issues, thus promoting green innovation. Using a Chinese-listed companies database with 13,795 firm-year observations over the period from 2011 to 2018, our results confirm that online environmental activism induces corporate green innovation. Online activism is more effective when the retail investor base holds larger shares in total and presents questions with a more intensely negative tone. Additionally, the above-mentioned moderating effects are stronger in digital firms. Our study offers insights into the online patterns of shareholder activism in the digital era and highlights the role of minority voicing in promoting corporate sustainable transformation.

Contemporary business and management research in China has advanced rapidly, making significant strides in the introduction of theoretical frameworks, research methodologies, local theory development, and practical applications. Much of this research continues to draw on Western theories, and since the reform and opening up, Chinese management research has evolved through distinct stages of globalization and localization. Today, it faces new challenges amid anti-globalization trends. At this critical juncture, the key question is whether China should continue integrating Western theories or capitalize on the opportunity to develop indigenous management theories. This paper explores the differences in scientific development concepts and focuses between China and the West, the historical trajectory of Chinese management research, and the challenges and opportunities that lie ahead. To enhance China's contribution to global management research, we propose that it is essential to sustain international collaboration, deepen understanding of frontline enterprise practices, promote micro-level research and interpretation with Chinese characteristics, and cultivate an open academic community, while optimizing the research evaluation system.