Entrepreneurial firms in the context of China's transition economy: an integrative framework and empirical examination

By Xueming Luo, Lianxi Zhou, Sandra S. Liu. 2005

177 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/49879cea5bff60b3b834ebba452bab38228eea0b

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Citations in the corpus

Implications of customer and entrepreneurial orientations for SME growth (2013, background): “Although there is a general understanding that these constructs are somehow related to increasing firm success, empirical studies have assumed different relationships among them, have measured them differently, and thus have obtained a battery of different results (Atuahene-Gima and Ko, 2001; Baker ”
The influence of firm age and intangible resources on the relationship between entrepreneurial orientation and firm growth among Japanese SMEs (2013, background): “Conceptually, the connection between age and entrepreneurial strategies – i.e., the notion that younger firms tend to be more entrepreneurial than those that are older (Autio et al., 2000; Luo et al., 2005; Markman and Gartner, 2002) – is well established.”
Sub-national institutions, firm strategies, and firm performance: A multilevel study of private manufacturing firms in Vietnam (2013, background): “Following previous studies of private firms in transition economies (Luo et al., 2005; Lyles et al., 2004), export strategy is measured by the percentage of export sales compared to total sales in 2004.”
How does strategic orientation matter in Chinese firms? (2007, background): “growth link. The relationship between entrepreneurship and performance is strengthened by global product sourcing, but weakened by global partnership. Luo et al. (2005b) mangers from 218 firms.”
A comparative analysis of the internationalization of Chinese and Japanese firms (2009, background): “This move contributed to competitive growth of these SCEs in the international markets ( Luo, Zhou, & Liu, 2005 ).”
The dark side of the entrepreneurial orientation and market orientation interplay: A new product development perspective (2015, background): “Thus, the EO of a firm allows it to capitalize on emerging opportunities, and subsequently is an important driver of new products and organizational growth (Bhuian et al., 2005; Grinstein, 2008; Luo et al., 2005).”