Are joint venture partners more opportunistic in a more volatile environment

By Yadong Luo. 2007

362 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics

View Paper: https://www.semanticscholar.org/paper/5bf407b4a75ab318a63ecb230cf47937b23e4c66

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Citations in the corpus

The Mediating Role of Entrepreneurial Orientation in the Task Environment–Performance Relationship (2011, methodology): “, Luo, 2002, 2007) or foreign subsidiaries (Luo & Peng, 1999). In addition, EO had to address the strategy-making process at the organizational level. Thus, studies testing individual-level entrepreneurship were excluded from the meta-analysis. Moreover, the literature on the EO of firms shows that ”
Regulatory Focus and Opportunism in the Alliance Development Process (2011, background): “Prominent among endogenous variables are lack of trust (Das & Teng, 1998a), opportunism (e.g., Das & Rahman, in press; Luo, 2007), differences in national and corporate cultures (Gould, Ebbers, & Clinchy, 1999; Kumar & Nti, 2004), the failure to attain interpartner legitimacy (Kumar & Das, 2007),…”
The Many Futures of Contracts (2014, background): “Furthermore, because contracts are often viewed as legal tools that protect the firm in a relationship (Contractor & Ra, 2002; Luo, 2005, 2007), scholars and managers may be skeptical that contracts do more than formally enforce agreements.”
Determinants of Partner Opportunism in Strategic Alliances: A Conceptual Framework (2010, result): “This is consistent with the extant literature (e.g., Joshi and Stump 1999; Luo 2007a; Wathne and Heide 2000).”
Offshoring innovation to emerging markets: Organizational control and informal institutional distance (2014, background): “Tighter control over subsidiary investments has been argued to attenuate the costs associated with monitoring the behavior of host market equity partners (Luo, 2007).”
An Investigation of Entrepreneurial Orientation, Perceived Environmental Hostility, and Strategy Application among Chinese SMEs (2012, background): “Discussion The competition condition in emerging markets and its implications to entrepreneurial businesses have been attracting increasing attention from scholars around the world because they represent one of the major distinctions between emerging and mature economies (Li and Atuahene-Gima 2001; ”
International joint venture partner selection: The role of the host-country legal environment (2009, background): “This was demonstrated by Luo (2007) who found that perception of law unenforceability in a host country increases the incidence of opportunistic behavior by both foreign and local partners.”
Exchange hazards, relational reliability, and contracts in China: The contingent role of legal enforceability (2010, background): “As a result, legal enforceability varies greatly from region to region and from industry to industry (Child and Mollering, 2003; Luo, 2007).”
Interpreting risk allocation mechanism in public–private partnership projects: an empirical study in a transaction cost economics perspective (2008, background): “However, partnerships may suffer more due to an increased probability of opportunistic behaviour by individual parties (Luo, 2007), especially when they anticipate sustained or prolonged uncertainty (Brown et al. 2000).”
LINKING THEORY AND CONTEXT: "STRATEGY RESEARCH IN EMERGING ECONOMIES" AFTER WRIGHT ET AL. (2005) (2012, neutral): “…is often applied, implicitly or explicitly, in combination with theories focused on these contextual conditions, such as real options (Brouthers et al., 2008), information perspective (Luo, 2007b), and particularly relational perspectives (Gong et al., 2007; Luo, 2007a; Zhou and Poppo, 2010).”
Entrepreneurial orientation and SME performance in China’s changing environment: The moderating effects of strategies (2010, neutral): “Beyond the well-known open door policy in 1978 the institutional environment of China has dramatically changed, triggered by China’s entry to the World Trade Organization (WTO) in 2001, so too have the strategies that fit the new environment for entrepreneurial firms (Tan & Tan, 2005).”