The dynamic value of MNE political embeddedness: The case of the Chinese automobile industry

By Peidong Sun, Kamel Mellahi, E. Thun. 2010

399 citations recorded by the source corpus.

Subfields: Accounting, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/08f4dd73f90a9c1f93d03e5158f8df17adcf9230

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Citations in the corpus

The Role of the State in Explaining the Internationalization of Emerging Market Enterprises (2015, neutral): “Hence, although state ownership can be an important institutional advantage (Wang et al., 2012b), the ability to manage regulatory, normative and cultural-cognitive pressures and benefit from non-market relationships depends on a firm's resources (Sun et al., 2010).”
Organizational Forms and Multi-population Dynamics (2014, background): “…on Chinese organizations are informed by institutional theory, which emphasizes the impact of institutional environmental changes on individual firms and their relative performance (Peng and Heath, 1996; Child and Tse, 2001; Peng, 2003; Park, Li, and Tse, 2006; Sun, Mellahi, and Thun, 2010).”
A Review of the Nonmarket Strategy Literature (2016, positive): “An interesting research question here is: How does the embedddeness (its presence and intensity) of organizational actors within social and political groups influence their nonmarket conduct and subsequently organizational performance (Sun et al., 2010)? Will political embeddedness on the part of fo”
Multinational enterprises and climate change: Exploring institutional failures and embeddedness (2011, background): “Extant IB literature has focused on the question of how MNEs’ embeddedness in host countries may help to overcome a liability of outsidership Journal of International Business Studies ( Johanson & Vahlne, 2009; Sun et al., 2010).”
LINKING THEORY AND CONTEXT: "STRATEGY RESEARCH IN EMERGING ECONOMIES" AFTER WRIGHT ET AL. (2005) (2012, neutral): “Several scholars argue that as institutional transitions unfold, both the intensity and value of political embeddedness and managerial networking are declining (Danis et al., 2010; Sun et al., 2010; Xia et al., 2009).”
Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience (2016, neutral): “Such embeddedness, as a potential outcome of hostcountry experience, has been associated with increased subsidiary performance in the context of emerging markets (Sun et al. 2010).”
Advancing Nonmarket Strategy Research: Institutional Perspectives in a Changing World (2012, background): “For instance, Sun, Mellahi, and Thun (2010) identified the mechanisms of how political embeddedness interacts with national business systems in determining competitive advantages.”