An empirical study of SOEs' market orientation in transitional China
By Yuan Li, Yong Sun, Yi Liu. 2006
120 citations recorded by the source corpus.
Subfields: Accounting, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/4658c4c154d41a7a7c76458e81f81ab6b064133b
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In Accounting
In Strategy and Management
Citations in the corpus
- Organizational slack and firm performance during institutional transitions (2009, background): “Because of the high environmental uncertainty in transition economies ( Li et al.,2006 ; P eng,2003 ;P eng et al.,2004), firms need to adapt to the environmental change quickly.”
- Formal control and social control in domestic and international buyer–supplier relationships (2010, background): “Government interference heavily influences managerial decisions in these firms, including how to select and control their suppliers (Gao et al., 2008; Li et al., 2006; Ma et al., 2006; Su et al., 2009).”
- How does strategic orientation matter in Chinese firms? (2007, background): “Most studies pertaining to China treats market orientation as including both customer and competitor orientations (Deshpande & Farley, 2004; Li, 2005; Li, Sun, & Liu, 2006 ), while some focus on customer orientation because they view the basic tenet of market orientation is to put the customers fir”
- Managerial ties, absorptive capacity, and innovation (2008, background): “Institutional frameworks, such as laws, formal contracts, regulations and certifying organizations, are regarded as the soft-market infrastructure which influences a corporation’s operation (Carney, 2005; Li, Sun & Liu, 2006; Peng & Luo, 2000).”
- Moderating Effects of Entrepreneurial Orientation on Market Orientation‐Performance Linkage: Evidence from Chinese Small Firms* (2008, background): “Our findings appear to indicate that after more than two decades of profound economic reform, the economic conditions have become conducive to entrepreneurial ventures despite the fact that China still has a long way to go in reforming its institutional environment.”
- An institution-based view of international business strategy: a focus on emerging economies (2008, unknown): “London and Hart (2004), Meyer (2004), and Ramamurti (2004) all focus on emerging economies, but they have not leveraged this new research to explicitly suggest the emergence of any particular new theoretical perspective.”
- Impact of state ownership and control mechanisms on the performance of group affiliated companies in China (2007, background): “…over two decades of economic reforms since the early 1980s, autonomy of managers in SOEs was dramatically increased and one important change in management practices in SOEs was to introduce economic measures, such as profitability, to appraise firm performance (Li et al., 2006; Lu & Child, 1996).”
- Developing theory from strategic management research in China (2008, background): “In the traditional Chinese business paradigm, guanxi (social relationship and connection) has been viewed as the most important factor that influences the strategic management of Chinese firms in terms of strategic orientation (Atuahene-Gima, 2005; Li, Liu, & Zhao, 2006a; Li et al., 2006b ), organi”
- Business group affiliation and firm performance in a transition economy: A focus on ownership voids (2007, background): “In an effort to explore the distinct role played by Chinese business groups, however, we also need to look at the unique state of China’s institutional environment—it is not only a fast growing emerging market but also a transition economy ( Li, Sun, & Liu, 2006; Peng & Heath, 1996).”
- Performance implications of nonmarket strategy in China (2007, background): “Why are buffering activities popular in China? On the one hand, the Chinese government has been playing an important role in allocating all kinds of resources such as land, capital, and subsidies, which provides enough incentives for firms to establish the relationship with the Chinese government ( ”