Organizational ownership, competitive intensity, and firm performance: An empirical study of the Indian manufacturing sector

By K. Ramaswamy. 2001

251 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/43832239df283d2d44b07e9fe918a11b35da020d

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Citations in the corpus

Ownership of Corporations (2016, result): “In contrast, performance outcomes have been mixed in the face of more developed institutional environments (Chen & Young, 2010; Ramaswamy, 2001).”
Nature of the relationship between international expansion and performance: The case of emerging market firms (2007, methodology): “Previous studies, (Banga, 2006; Douma et al., 2006; Ramaswamy, 2001) have used this database for research on emerging markets.”
Ownership as a Form of Corporate Governance (2010, unknown): “…of Management Studies © 2010 Blackwell Publishing Ltd and Society for the Advancement of Management Studies sense, the influence of agent owners on firm performance appears to exist in the presence of moderator variables (Grinstein and Michaely, 2005; Ramaswamy, 2001; Villalonga and Amit, 2006).”
Organizational trust and performance: Is organizational learning capability a missing link? (2013, background): “Larger firms have a greater variety of capabilities and can enjoy economies of scale, which may influence organizational performance (Ramaswamy, 2001; Frank & Goyal, 2003; Jermias, 2008; Ebaid, 2009).”
Behind organizational slack and firm performance in China: The moderating roles of ownership and competitive intensity (2009, background): “To the extent that complex institutions and the competitive industry environment in a transition economy are intertwined to affect firm behavior, firms ought to effectively allocate resources when dealing with both institutional and industrial pressures to improve performance (Peng, 2003; Peng et al”
State Ownership and Firm Innovation in China: An Integrated View of Institutional and Efficiency Logics (2017, background): “SOEs in these markets must become more sensitive to market needs and more open to new product ideas to survive (Ramaswamy, 2001).”