How do networks and learning drive M&As? An institutional comparison between China and the United States

By Zhiang Lin, Mike W. Peng, Haibin Yang, Sunny Li Sun. 2009

354 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/50f58978704efd2644004e5be55e5ba11f58ece2

How researchers see this paper

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

In Accounting

1. Mike W. Peng
2. Mike Wright
3. Igor Filatotchev
4. R. Hoskisson
5. Sunny Li Sun
6. K. Meyer
7. En Xie
8. Yuan Li

In Strategy and Management

1. Mike W. Peng
2. Sunny Li Sun
3. Mike Wright
4. Igor Filatotchev
5. K. Meyer
6. En Xie
7. R. Hoskisson
8. Ping Deng

Citations in the corpus

• Emerging multinationals from mid-range economies: the influence of institutions and factor markets (2013, background): “However, for emerging MNEs, acquisitions seem to be a primary entry mode (Gubbi et al., 2010; Lin et al., 2009; Peng, 2012; Sun et al., 2012; Yang et al., 2011b).”
• Does corporate governance affect Australian banks' performance? (2016, background): “Some found there is no relationship with bank efficiency (Tanna et al. 2008, Lin et al. 2009).”
• Mergers and acquisitions in and out of emerging economies (2015, background): “To the best of our knowledge, only the interaction between institutional development and network effects in the context of EE M&As has received some empirical support (Lin et al., 2009; Yang, Lin, et al., 2011; Yang, Sun, et al., 2011).”
• Cross-border mergers and acquisitions by emerging market firms: A comparative investigation (2015, background): “This is because in more developed institutional setting, the established business environment provides sufficient legal protection for market behaviors and reduces potential opportunistic behaviors (Lin et al., 2009).”
• Institutional open access at home and outward internationalization (2015, neutral): “Inter-country studies (Cuervo-Cazurra & Dau, 2009; Meyer et al., 2009) or two-country comparative studies (Chan et al., 2010; Lin et al., 2009) can enhance the generalizability of our framework around the world.”
• Navigators through the storm: A review of organization theories and the behavior of incumbent firms during transitions (2017, background): “First, the theory assumes that firms aim for continued support, operational stability, and survival, rather than for competitive advantage (Lin et al., 2009; Pfeffer and Salancik, 2003).”
• Sub‐National Institutional Contingencies, Network Positions, and IJV Partner Selection (2012, neutral): “A local broker is also usually specialized within a niche market (either technologically or geographically), and is less likely to overlap with a foreign firm within the similar technological domain (Lin et al., 2009).”
• Human Capital and CEO Compensation during Institutional Transitions (2015, positive): “This is because it permits us to follow Lin et al. (2009), Peng (2004), and Xia et al. (2014) to extend resource dependence theory to the context of institutional transitions.”
• A multilevel framework of firm boundaries: Firm characteristics, dyadic differences, and network attributes (2010, background): “Given that firm behaviors are embedded in economic and social relations, we believe such a perspective can be further extended to include the network level to create a more complete understanding of the underlying mechanisms driving firms’ boundary choices (Lin et al., 2009a; Shipilov and Li, 2008).”
• Alliance partners and firm performance: resource complementarity and status association (2009, background): “As institutional transition calls for significant changes in strategic choices, alliance formation pattern is expected to vary with the different institutional environments and resource demands across the world (Lin et al., 2009).”
• LINKING THEORY AND CONTEXT: "STRATEGY RESEARCH IN EMERGING ECONOMIES" AFTER WRIGHT ET AL. (2005) (2012, neutral): “, 2010; Zhou and Wu, 2010), and mergers and acquisitions (Lin et al., 2009).”
• Formal control and social control in domestic and international buyer–supplier relationships (2010, methodology): “In contrast, the explanatory and predictive power of social network theory might be contingent on characteristics of national culture, business paradigm, and legal environment (Lin et al., 2009).”
• The global strategy of emerging multinationals from China (2012, positive): “Using the same theoretical framework and sampling the same industry during the same period, Lin et al. (2009) report that in the United States, centrally located firms in an alliance network can enjoy the benefits of high centrality and do not need to acquire alliance partners—this finding is consis”