From foreign investors to strategic insiders: Shifting parameters, prescriptions and paradigms for MNCs in China

By Yadong Luo. 2007

190 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/53cda3ffda49e8d3d6e75391f6798aa171fba661

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In Strategy and Management

Citations in the corpus

Dynamic capability and IJV performance: The effect of exploitation and exploration capabilities (2013, background): “As argued by Luo (2007) , IJVs are “hybrid” organizations that combine elements of both market and hierarchy, involving foreign and local partners.”
Product innovation in emerging market-based international joint ventures: An organizational ecology perspective (2008, background): “In regulating domestic economies, governments in these countries usually set different timetables for opening different industries, resulting in varying degrees of legitimization for foreign investment (Beamish, 1993; Luo, 2002a, 2007; Luo & Tan, 2003).”
MNC strategy and social adaptation in emerging markets (2014, unknown): “Journal of International Business Studies China entered a mature stage in the early 2000s that maintained a steady flow of FDI, while MNCs were tightly integrated into localmarkets through the localization of a full set of value-chain activities (Chen et al., 2009; Luo, 2007).”
Business models in global competition (2018, background): “…successful business models from emerging markets to be applied globally (Govindarajan & Ramamurti, 2011), and designating some emerging market subsidiaries as global champions, global innovators or strategic leaders for their global operations for key products tailoring to mass markets (Luo, 2007).”
Contextualizing Experience Effects in International Business: A Study of Ownership Strategies (2009, background): “Chinese culture (Luo, 2007; Luo & Chen, 1996).”
Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience (2016, unknown): “…(such as controlling the size, location, timing and partner selection of FDI projects) to restrictions at detailed operational levels (such as controlling for component localisation, export levels, distribution, worker unionisation, environmental protection, and accounting standards) (Luo 2007).”
Flexibility versus commitment: MNEs’ ownership strategy in China (2010, unknown): “Due to strong regional segmentation and variation in China (Luo, 2007), we take into consideration different provinces and municipalities in calculating industry competition.”
Domestic alliance network to attract foreign partners: Evidence from international joint ventures in China (2014, background): “First, for foreign firms with a low level of local market experience, achieving local legitimacy through building technological leadership or defining the technological standard in the local market may be a primary concern (Isobe, Makino, & Montgemery, 2000; Luo & Tung, 2007).”
When does investment in political ties improve firm performance? The contingent effect of innovation activities (2014, background): “However, the institutional transition is far from complete and formal institutions such as legal framework remain weak (Luo, 2007; Zhou & Poppo, 2010).”
Interpersonal influence as an alternative channel communication behavior in emerging markets: The case of China (2009, background): “In order to migrate away from confrontation to become strategic insiders in this vast emerging market, MNEs may remold their channel strategies to build relational ties and convergence with local marketers to draw on local knowledge and relationships (Luo, 2007).”