Are emerging economies less efficient? Performance persistence and the impact of business group affiliation

By Aya S. Chacar, Balagopal Vissa. 2005

239 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/247c1914b71145a4854d31fa88fd6eb7dbef80af

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Citations in the corpus

Business groups in developing capital markets: Towards a complementarity perspective (2015, methodology): “In line with past research on performance effects of BG affiliation for Indian firms (Chacar and Vissa, 2005; Khanna and Palepu, 2000a), we adopt CMIE’s classification of firms to identify whether an individual firm belonged to a business group or if it was a stand-alone firm.”
Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience (2016, unknown): “, about suitable partners, coping with emergencies, addressing ambiguous laws) to devise their strategy, and such information may not be easily available in emerging markets, resulting in negative effects on subsidiary performance (Chacar and Vissa 2005).”
Sustaining superior performance in an emerging economy: an empirical test in the Indian context (2012, methodology): “Specifically, while extant research provides some evidence that sustainability of abnormal profits differs across country contexts (Chacar and Vissa, 2005) and varies with cross-country differences in laws and regulations that promote competition (Chacar et al.”
An institution-based view of international business strategy: a focus on emerging economies (2008, unknown): “…in institutional frameworks between emerging economies and developed economies force scholars to pay more attention to these differences in addition to considering industry-and resource-based factors (Chacar & Vissa, 2005; Doh, Teegen, & Mudambi, 2004; Hafsi & Farashahi, 2005; McMillan, 2007).”
Latin America Management Research: Review, Synthesis, and Extension (2011, background): “…resources and capabilities (Yiu, Bruton, & Yuan, 2005), the entry and exit of business groups from unrelated industries (Chung & Luo, 2008), and the relationship between business group affiliation and firm-level innovation (Chang, Chung, & Mahmood, 2006) and firm performance (Chacar & Vissa, 2005).”
What determines the scope of the firm over time and around the world? An Asia Pacific perspective (2007, background): “…Peng (1997), Yiu, Bruton, and Lu (2005) Young et al. (1996) Hong Kong Young et al. (2001) Au et al. (2000) Wan (1998) India Bertrand et al. (2002), Chacar and Vissa (2005), Kedia et al. (2006), Khanna and Palepu (2000), Ramaswamy and Li (2001), Ramaswamy, Li, and Petitt (2004), Ramaswamy, Li,…”
Maturation of Corporate Governance Research, 1993-2007: An Assessment (2009, background): “Chacar and Vissa (2005) find support for the role of institutional contexts.”
Indian business groups: Evolution and transformation (2007, background): “More recent studies ( Chacar & Vissa, 2005; Kali & Sarkar, 2005) found no evidence of more value addition by the group affiliated firms.”
The Performance of Group‐affiliated Firms during Institutional Transition: A Longitudinal Study of Indian Firms (2009, background): “Other international business and strategy scholars have used this database to study Indian firms (e.g. Bertrand, Mehta and Mullainathan, 2002; Chacar and Vissa, 2005; Elango and Pattanaik 2007; Fisman and Khanna, 2004) and provided a positive rating of the overall quality and accuracy of this…”
Internationalization and performance: A contextual analysis of Indian firms (2013, background): “The poorly performing group-affiliated firm can gain preferential access to the group's valuable resources such as reputation, managerial talent, and capital (e.g., Khanna & Palepu, 2000) that could enable a speedy recovery from poor performance (Chacar & Vissa, 2005).”
Beyond institutional voids: Business groups, incomplete markets, and organizational form (2015, background): “…the financial services industry, firms with multinational parents, and firms that were owned partly or fully by the government were excluded from our sample (Chacar and Vissa, 2005; Chari and David, 2012; Douma et al., 2006; Elango and Pattnaik, 2007; Khanna and Palepu, 2000a; Vissa et al., 2010).”