Special Issue on Corporate Transformation in the People's Republic of China: The Institutional Effects on Strategic Alliance Partner Selection in Transition Economies: China vs. Russia

By Mike Hitt, D. Ahlstrom, M. Dacin, Edward Levitas, Lilia Svobodina. Organ. Sci., 2004

656 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/43d4102611f6b473f1d81c0b01fd985d818e6fa5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Strategy and Management

Citations in the corpus

SME Entrepreneurial Orientation, International Performance, and the Moderating Role of Strategic Alliances (2015, background): “From a resource-dependency perspective, these innovative actions will reduce the chance of dependency on partner organizations (Hitt et al., 2004).”
Developing theory from strategic management research in China (2008, background): “…as the most important factor that influences the strategic management of Chinese firms in terms of strategic orientation (AtuaheneGima, 2005; Li, Liu, & Zhao, 2006a; Li et al., 2006b), organizational control and innovation (Atuahene-Gima & Li, 2006), and strategic alliances (Hitt et al., 2004).”
The Institution-Based View as a Third Leg for a Strategy Tripod. (2009, neutral): “Coinciding with the rise of emerging economies in the global economy since the 1990s, more strategy researchers become interested in these countries (Hitt et al., 2004; Lyles & Salk, 1996; Tong, Reuer, & Peng, 2008).”
An institution-based view of international business strategy: a focus on emerging economies (2008, neutral): “…networking game, but foreign entrants have also enthusiastically cultivated their web of interorganizational networks and relationships , as evidenced by the numerous international strategic alliances with local firms (Hitt et al., 2000, 2004; Li, 2005; Luo & Peng, 1999; Xu, Pan, Wu, & Yim, 2006).”
Rapid Institutional Shifts and the Co–evolution of Entrepreneurial Firms in Transition Economies (2010, background): “Some central policies persisted, but a relative weakness in enforcing the rules ensued leading to sometimes chaotic conditions (Benn, 2001; Hitt et al., 2004).”
How do networks and learning drive M&As? An institutional comparison between China and the United States (2009, background): “…of tie embeddedness (Gao, Xu, and Yang, 2008; McEvily and Marcus, 2005; Peng and Luo, 2000) or the role of acquisition experience (Haleblian et al., 2006; Hayward, 2002), and others have focused on the context of emerging economies (Hitt et al., 2004; Meyer et al., 2009; Peng et al., 2008).”
International joint venture partner selection: The role of the host-country legal environment (2009, background): “Recently, Hitt et al. (2004) argued that the differences they discovered in the partner selection criteria preferences between Chinese and Russian firms were, at least in part, reflective of the different legal environments in China and Russia.”
Entrepreneurs’ decision making under different levels of uncertainty: the role of emotions (2013, methodology): “In experimental research, HLM separates variance at the decision level from variance at the individual level, and it is therefore the state-of-the-art statistical method to evaluate experimental data where more than one decision per individual is analyzed (e.g. Brundin, et al. 2008; Hitt et al., 200”
Network triads: transitivity, referral and venture capital decisions in China and Russia (2007, neutral): “The Russian reforms resulted in the destruction of existing institutions and networks (Hitt et al, 2004).”