Relational ties or customized contracts? An examination of alternative governance choices in China

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Sub‐National Institutional Contingencies, Network Positions, and IJV Partner Selection (2012, unknown): “In the past decades a number of studies have explored the network relationship in firms’ strategic behaviours in China by adopting a relational view (Boisot and Child, 1996; Li and Zhang, 2007; Li et al., 2008; Peng and Luo, 2000; Zhou et al., 2008).”
The Institution-Based View as a Third Leg for a Strategy Tripod. (2009, unknown): “Preliminary evidence from China’s recent institutional transitions 2009 (Guthrie, 1998; Li, Poppo, & Zhou, 2008; Zhou, Poppo, & Yang, 2008) is also supportive of this view.”
Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience (2016, unknown): “Scholars have found that more recently in emerging markets, connections to politicians and managers in other related firms have proven detrimental to foreign subsidiaries’ performance (Zhou et al. 2008).”
Formal control and social control in domestic and international buyer–supplier relationships (2010, background): “Zhou et al. (2008) conclude that social relations, which take time to develop, are the necessary foundation for drafting effective formal contracts in Chinese domestic buyer–supplier relationships .”