The Changing World of Chinese Enterprise: An Institutional Perspective

By W. Scott. 2002

141 citations recorded by the source corpus.

Subfields: Accounting, Anthropology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/35e8d4c60028eda37291654fdda5c75eaa3ecbe0

How researchers see this paper

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In Accounting

1. Garry D. Bruton
2. Mike W. Peng
3. D. Ahlstrom
4. Ping Deng
5. Peter J. Buckley
6. Fuming Jiang
7. Zhujun Ding
8. K. Yeh

In Anthropology

1. Garry D. Bruton
2. Yuan Lu
3. Fuming Jiang
4. K. Yeh
5. Jing Yu Yang
6. Jiatao Li
7. Yuanfei Kang
8. D. Ahlstrom

In Organizational Behavior and Human Resource Management

1. D. Ahlstrom
2. Garry D. Bruton
3. Zhujun Ding
4. Yuan Lu
5. Fuming Jiang
6. K. Yeh
7. Jing Yu Yang
8. Jiatao Li

Citations in the corpus

• Institutional differences and the development of entrepreneurial ventures: A comparison of the venture capital industries in Latin America and Asia (2009, background): “Institutional arrangements include rules, regulations, norms, values, and taken-for-granted assumptions about what constitutes appropriate behavior (Scott, 2002).”
• FDI location choice of Chinese multinationals in East and Southeast Asia: Traditional economic factors and institutional perspective (2012, background): “economy is still heavily regulated (Heritage Foundation, 2008; Scott, 2002).”
• Corporate Social Responsibility in China: A Corporate Governance Approach (2014, background): “These institutional forces give rise to isomorphic pressures and practices which firms have to adopt in order to gain legitimacy in the industry and/or the society (Scott 2002).”
• The determinants of Chinese outward foreign direct investment (2007, background): “…the home institutional environment (more colloquially ‘the rules of the game’), which is formally and informally enforced by government and its agents (Scott, 2002) and which bears upon the norms and cognitions that Journal of International Business Studies influence investment, including foreign…”
• Rapid Institutional Shifts and the Co–evolution of Entrepreneurial Firms in Transition Economies (2010, background): “These institutional arrangements impact the behavior of organizations and individuals in subtle but pervasive ways (Scott, 1995, 2002), which in turn affect firm decision-making (Hitt et al., 2004; Lau, Tse, & Zhou, 2002) and strategies (Peng, Wang, & Jiang, 2008).”
• Social trust and angel investors' decisions: a multilevel analysis across nations (2015, background): “However, as individuals and organizations are embedded in the institutional environment (Baker et al., 2005; Scott, 2001, 2002), their investment decisions are also largely embedded in and influenced by institutions (e.g., Bruton et al., 2009; Meyer et al., 2008; Meyer and Rowen, 1977).”
• Private firms in China: Building legitimacy in an emerging economy (2008, background): “Beijing sought its reforms without significantly disturbing the country’s socialist political system (Scott, 2002).”
• IDENTITY, COMMUNITY, AND AUDIENCE: HOW WHOLLY OWNED FOREIGN SUBSIDIARIES GAIN LEGITIMACY IN CHINA (2007, background): “An emerging economy is characterized by rapid economic development and by government policies favoring economic liberalization and the adoption of a free-market system (Arnold & Quelch, 1998; Scott, 2002).”
• The development of entrepreneurship in China (2008, background): “This is particularly important in transition economies, where decision makers are more susceptible to the institutional influences and changes (Child, 1994; Peng, 2003; Scott, 2002).”
• The Internationalization of Chinese Family Enterprises and Dunning's Eclectic MNE Paradigm (2005, unknown): “From the perspective of institutional theory, which focuses on the influence of 'regulative, normative, and cultural—cognitive processes in shaping social behaviour and social structure' (Scott, 2002, p. 59), the Chinese family is clearly a social institution.”
• Mobile phones, institutional quality and entrepreneurship in Sub-Saharan Africa (2017, background): “…to reduce undue costs and risks in the conduct of market transactions (Meyer et al., 2009); (ii) institutional quality in organisational frameworks (Scott, 2001, 2002) and structures (Myers & Rowan, 1977); (iii) firms’ responses to institutional processes for strategic purposes (Oliver, 1991;…”
• State ownership effect on firms' FDI ownership decisions under institutional pressure: a study of Chinese outward-investing firms (2012, background): “For instance, while pursuing their business objectives, SOEs can be required to serve the political mandates of the state and align their interests with the home institutions rather than challenge these interests (Scott, 2002; Zhang, Zhou, & Ebbers, 2011).”
• Understanding venture capital in East Asia: the impact of institutions on the industry today and tomorrow (2004, background): “These cultural/cog223 nitive institutions develop over time through social 224 interactions among the various participants and shape 225 their views on what actions are appropriate and con226 ceivable (Scott, 2002).”
• An Institutional Perspective on the Role of Culture in Shaping Strategic Actions by Technology-Focused Entrepreneurial Firms in China (2002, background): “However, this is but one aspect of how culture may affect entrepreneurship (Busenitz, Gomez, & Spencer, 2000), culture, as specified in institutional theory, is a broader concept than one that simply create constraints on individuals and firms but also guides their actions (Jepperson, 1991; Scott, 2”