IDENTITY, COMMUNITY, AND AUDIENCE: HOW WHOLLY OWNED FOREIGN SUBSIDIARIES GAIN LEGITIMACY IN CHINA

By Jiatao Li, Jing Yu Yang, Deborah R. Yue. 2007

199 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5af6d1c57d02ad06993128cebbcd849654bfae22

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. Dean Xu
3. J. Lu
4. Xufei Ma
5. Qian Gu
6. Daphne W. Yiu
7. Jun Xia
8. Ruby Po Wan Lee

In Organizational Behavior and Human Resource Management

1. Qian Gu
2. Daphne W. Yiu
3. Dean Xu
4. Jianglei Zou
5. Xufei Ma
6. Sea-Jin Chang
7. Woody van Olffen
8. Ruby Po Wan Lee

In Strategy and Management

1. Dean Xu
2. J. Lu
3. Xufei Ma
4. Qian Gu
5. Mike W. Peng
6. Daphne W. Yiu
7. Jun Xia
8. Ruby Po Wan Lee

Citations in the corpus

• Is Product Imitation Good for Firm Performance? An Examination of Product Imitation Types and Contingency Factors (2012, background): “Gaining social legitimacy is a long and enduring process, and any violation of their socially constructed identity may damage foreign firms’ longterm financial outcomes (Li, Yang, and Yue 2007).”
• Outward foreign direct investment by emerging market firms: A resource dependence logic (2014, methodology): “Given that consistent firm-level data on R&D intensity (R&D expenditure as a percentage of sales) are not widely available in China, we used industry-level R&D intensity as a proxy (Li, Yang, and Yue, 2007).”
• Organizational Forms and Multi-population Dynamics (2014, methodology): “For example, wholly foreign-owned subsidiaries could enter China because the path had been opened by the increasing presence of joint ventures, which secured some local legitimacy (Li, Yang, and Yue, 2007).”
• The Liabilities of Origin: An Emerging Economy Perspective on the Costs of Doing Business Abroad (2010, unknown): “, by the process of isomorphism) to established organizations in the relevant organizational field (Chan et al., 2006; Li et al., 2007; Lu, 2002).”
• Legitimacy‐as‐Feeling: How Affect Leads to Vertical Legitimacy Spillovers in Transnational Governance (2014, unknown): “…sub-stitution in classes of organizations has been corroborated by a body of research on legitimacy spillovers and transfers of related social judgments (Barnett and King, 2008; Desai, 2011; Jonsson et al., 2009; Kuilman et al., 2009; Li et al., 2007; Yu and Lester, 2008; Yu et al., 2008).”
• Spillovers and competition among foreign and local firms in China (2008, background): “A possible explanation is that a large presence of reformed local firms, as a new organizational form, causes strong legitimating effects on themselves—an institutional process identified in previous research (Li, Yang, and Yue, 2007).”
• Generic and Specific Social Learning Mechanisms in Foreign Entry Location Choice (2011, background): “Other papers have taken the number of adoptions in a previous year as the relevant set of models (Chan et al, 2006; Li et al, 2007; Delios et al, 2008).”