Developing theory from strategic management research in China

By Yuan Li, Mike W. Peng. 2008

129 citations recorded by the source corpus.

Subfields: Anthropology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4df5ccc2bfdde13c3b412c844b31820ec1bb34b7

How researchers see this paper

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

In Anthropology

1. Lin Cui
2. Fuming Jiang
3. En Xie
4. Yuan Li
5. Zhongfeng Su
6. Mike W. Peng
7. Zhiang Lin
8. Sunny Li Sun

In Strategy and Management

1. Mike W. Peng
2. Sunny Li Sun
3. En Xie
4. Yuan Li
5. Zhongfeng Su
6. Lin Cui
7. Fuming Jiang
8. Haibin Yang

Citations in the corpus

• Formal control and social control in domestic and international buyer–supplier relationships (2010, background): “It remains to be seen in future research whether our China-based findings can be found in other emerging Asian economies such as India or Vietnam (Li and Peng, 2008; Zhan et al., 2009).”
• Market–political ambidexterity during institutional transitions (2013, background): “In terms of future research directions, as much as the concept of ambidexterity (March, 1991) has generated significant enthusiasm in the literature, a market–political ambidexterity lens may be a new way of looking at the growth of the firm during institutional transitions (Li and Peng, 2008; Peng,”
• Globalization of Chinese Firms Theoretical Universalism or Particularism (2011, background): “In contrast to Tsui (2004), Li and Peng (2008) suggest that purely indigenous theories should be abandoned in favour of theories that integrate both context-free and context-embedded (China-specific) elements.”
• CEO duality, organizational slack, and firm performance in China (2010, methodology): “Responding to the call issued by Li and Peng (2008) and Peng et al.”
• The Institution-Based View as a Third Leg for a Strategy Tripod. (2009, unknown): “As strategy scholars venture into emerging economies, more puzzles emerge (Ahlstrom, Bru-ton, & Yeh, 2007; Bruton, Dess, & Janney, 2007; Bruton & Lau, 2008; Lau & Bruton, 2008; Li & Peng, 2008; Young et al., 2008).”
• Behind ownership decision of Chinese outward FDI: Resources and institutions (2010, methodology): “Therefore, in this study, we combine context-free elements and context-embedded elements to reach a comprehensive understanding of the ownership decision of Chinese outward FDI, a theoretical approach referred to as “cross-vergence” by Li and Peng (2008) .”
• The global strategy of emerging multinationals from China (2012, unknown): “Young 's (2010) findings of the value-destroying impact of Chinese MNEs' announcements of overseas acquisitions on shareholder value are corroborated by Aybar and Ficici's (2009) similar findings, based on a larger, more global sample of MNEs from a variety of emerging economies.”
• Organizational slack and firm performance during institutional transitions (2009, background): “Third, empirically, as the largest transition economy, China provides a highly interesting setting to refine and test existing management theories ( Li & Peng, 2008; Peng, Tan, & Tong, 2004), and we need to know more about “what is going on there” (Meyer, 2006; Quer et al., 2007).”
• Managerial ties, absorptive capacity, and innovation (2008, background): “Since the FDI community and the local community have different characteristics ( Li & Peng, 2008 ), we split our sample into two parts according to the geographic locations.”
• How do networks and learning drive M&As? An institutional comparison between China and the United States (2009, background): “In addition, given the complexity and uniqueness of each institutional environment, it may be too risky to simply generalize Western theories to emerging economies—or vice versa—without a systematic understanding of the conditions that may drive MA Robins and Lin, 2000; Tsui, 2007).”
• Knowledge management and innovation strategy in the Asia Pacific: Toward an institution-based view (2008, unknown): “Taking advantage of China’s transition economy and evolving business systems, Li and Peng (2008) identify the profound institutional pressures, derived from organizational, industrial, national, and international contexts, as the fundamental forces that determine firm strategic management processes ”