Organizational changes in emerging economies: drivers and consequences

By Kevin Zheng Zhou, D. Tse, Julie Juan Li. 2006

191 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1e90c6d39fb9fa4f9be50a5400b12e3188677ddc

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Citations in the corpus

Relational ties or customized contracts? An examination of alternative governance choices in China (2008, methodology): “We collaborated with local researchers to have trained interviewers to carry out the survey in 2003 through on-site interviews, as this is a key means of obtaining reliable and valid information in emerging economies ( Zhou, Tse, & Li, 2006 ).”
The effects of customer and competitor orientations on performance in global markets: a contingency analysis (2007, background): “In poor business conditions, market-supporting institutions such as property rights-based legal systems, strategic factor markets, and stable political structures are lacking (Zhou et al., 2006).”
How foreign firms achieve competitive advantage in the Chinese emerging economy: Managerial ties and market orientation (2010, background): “…of formal market institutions progresses, the role of managerial ties necessarily declines (Peng, 2003) and that a market orientation leads to better performance, as evidenced by the many state-owned enterprises that are losing ground to private, mainly market-driven sectors (Zhou et al., 2006).”
Corporate entrepreneurship and performance: A meta-analysis (2015, background): “Innovation and corporate venturing can be put into practice relatively quickly, yielding faster performance effects (Espinosa and Suanes 2011; Hitt et al. 1991), while strategic renewal activities take more time to take full effect (Parnell 1994; Zhou et al. 2006).”
Competitive position, managerial ties, and profitability of foreign firms in China: an interactive perspective (2009, methodology): “To account for the effects of extraneous variables, we included firm size, firm age, firm ownership, industry, and market growth as control variables (Narver & Slater, 1990; Zhou et al., 2006).”
Transformational Leadership, Cohesion Perceptions, and Employee Cynicism About Organizational Change (2007, background): “Although previous studies on organizational change in China have shown that company leaders’ charisma contributes to employee job attitudes during change (Zhou et al., 2006; Zhou, Gao, Yang, & Zhou, 2005), they did not consider the equally important role of first-line supervisors.”