Strategic Innovation and the Administrative Heritage of East Asian Family Business Groups

By M. Carney, Eric Gedajlovic. 2003

117 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1f657636edaf6dda927031a453f8529f8af8419d

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In Accounting

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Knowledge management and innovation strategy in the Asia Pacific: Toward an institution-based view (2008, unknown): “They often employed strategic alliances—joint ventures (JVs), original equipment manufacturing (OEM), or specific supply contracts—as a means of quickly acquiring critical knowledge and technologies (Carney, 2003).”
Business group affiliation and firm performance in a transition economy: A focus on ownership voids (2007, background): “However, future research should explore new institutional context, introduce some unexplored moderating factors, and scrutinize other dimensions of firm performance like innovation and productivity ( Carney & Gedajlovic, 2003; Mahmood & Mitchell, 2004).”
Business groups and their types (2007, background): “Additionally, changes in the institutional environment may negatively affect the business group (e.g., Carney, 2005; Carney & Gedajlovic, 2003 ), although group affiliation may reduce the negative impact (e.g., Wang, Huang, & Bansal, 2005).”
Corporate Governance and Performance in Publicly Listed, Family-Controlled Firms: Evidence from Taiwan (2005, methodology): “Following Claessens et al. (2000) and Chang (2003) the membership of the controlling family is identified by linking corporate insiders including CEO, board chairman, honorary chairman and vice chairman of the company that share a common family name with the largest owner.”
Guest Editors' Introduction Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005, unknown): “…in a plethora of research that has concentrated on the importance of models of corporate governance in countries that are largely organized through a system of family control and ownership of firms (Anderson et al., 2003; Bruton et al., 2003; Carney and Gedajlovic, 2003; Young et al., 2002).”