Towards an Institution-Based View of Business Strategy

By Mike W. Peng. 2002

170 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/3ad302f474e5a3a1d2a575c5043380425109ff51

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Citations in the corpus

State ownership, institutional effects and value creation in cross-border mergers & acquisitions by Chinese firms (2015, unknown): “Firms require legitimacy in addition to economic efficiency to survive and succeed (Scott, 1995) and make strategic choices based on their interactions with institutions (Peng, 2002).”
An institution-based view of international business strategy: a focus on emerging economies (2008, unknown): “strategy’’ was first proposed by Peng (2002) and”
Economic and political institutions and entry into formal and informal entrepreneurship (2014, unknown): “…and firm-level strategic choice, and consequently on the type and form of the resulting economic activity such as entrepreneurship (Acs, Autio, & Szerb, 2014a; Acs, Szerb, & Autio, 2014b; Bruton, Ahlstrom, & Li, 2010; Peng, 2002; Peng, Sun, Pinkham, & Chen, 2009; Peng, Wang, & Jiang, 2008).”
Current debates in global strategy (2009, unknown): “In the last decade or so, a new, institution-based view of global strategy has emerged (Lee et al. 2007; Meyer and Peng 2005; Peng 2002, 2003, 2007; Peng and Khoury 2008; Peng et al. 2008; Wright et al. 2005).”
Mobile phones, institutional quality and entrepreneurship in Sub-Saharan Africa (2017, background): “…(Scott, 2001, 2002) and structures (Myers & Rowan, 1977); (iii) firms’ responses to institutional processes for strategic purposes (Oliver, 1991; Peng, 2003a, 2013b), sustainable competitive advantage (Oliver, 1997) and (iv) value creation through mergers and acquisitions (Du & Boateng, 2015).”
Entrepreneurial orientation and SME performance in China’s changing environment: The moderating effects of strategies (2010, unknown): “As a result, Chinese firms were guarded and faced unpredictable environmental risks, and defensive strategies provided stronger buffers for firms compared with other strategies (Peng, 2002).”
Institutions, size and age in transition economies: Implications for export growth (2010, methodology): “Our research supports recent arguments from international business scholars who suggest an institution-based view of business strategy that is substantially different from developedeconomy perspectives (Meyer & Peng, 2005; Peng, 2002, 2003).”
Ownership concentration and product innovation in Chinese private SMEs (2012, unknown): “The nature of ownership in Chinese SMEs: An institutional perspective Institutional theory has been widely adopted to explain how businesses develop in emerging economies (e.g., Hoskisson, Eden, Lau, & Wright, 2000; Peng, 2002, 2003; Siu, Lin, Fang, & Liu, 2006; Lu, Tsang, & Peng, 2008).”
The Impact of Institutional Reforms on Characteristics and Survival of Foreign Subsidiaries in Emerging Economies (2005, unknown): “Following previous institutional works (Oliver, 1997; Peng, 2002; Peng and Heath, 1996), we employ an integrative institutional approach, drawing from the broad institutional literature, to extend our understanding of how the dynamics of institutional transformation will result in a particular press”
Institutions and the OLI paradigm of the multinational enterprise (2008, unknown): “In a related theoretical contribution, Peng et al. (2005) examined how institutional change (both formal and informal) at the national level might change the parameters of the feasible behaviour of firms, and specifically how institutional change might affect their optimal product scope and geograph”
Knowledge management and innovation strategy in the Asia Pacific: Toward an institution-based view (2008, unknown): “Thus, Peng (2002, 2006) argued for an institutionbased view of business strategy.”
The Institutional Influence on the Location Strategies of Multinational Enterprises from Emerging Economies: Evidence from China's Cross-border Mergers and Acquisitions (2016, background): “Unlike developed economies, where the ‘rules of the game’ are well developed (Peng, 2002), the institutional framework in emerging countries is often local context specific.”
Venture capital in China: Past, present, and future (2007, background): “Ahlstrom, 2003), an essential element in crafting strategy and funding firms (Peng, 2002), meeting the challenges of growing entrepreneurial firms (Peng, 2001), and formalizing the informal aspects of entrepreneurship in a transition economy (Clissold, 2004; Kambil et al.”
The role of informal institutions in corporate governance: Brazil, Russia, India, and China compared (2011, background): “Peng and Jiang (2006) find that the net balance of benefits and costs of family ownership and control in large firms depends on the legal and regulatory institutions for investor protection: that high family ownership concentration is beneficial when formal legal institutions are weak. Heugens et al”
International joint venture partner selection: The role of the host-country legal environment (2009, background): “These institutions, which include the regulatory structures, governmental agencies, laws, courts, and professions (Oliver, 1991), have been found to be a particularly important driver of strategic choices (Brouthers, Brouthers, & Nakos, 1998; Delios & Henisz, 2003; Peng, 2002, 2003).”
The Institution-Based View as a Third Leg for a Strategy Tripod. (2009, unknown): “Consequently, an institution-based view of strategic management has emerged (Peng, 2002, 2003).”
The determinants of Chinese outward foreign direct investment (2007, background): “There is an emerging body of theoretical work that concerns the institution-based view of strategy, or institutional theory for short (North, 1990; Peng, 2002; Meyer and Nguyen, 2005; Wright et al., 2005).”