Cross-Border M&As by Chinese Firms: An Analysis of Strategic Motivation and Performance
By Qian Wang, A. Boateng. 2008
204 citations recorded by the source corpus.
Subfields: Accounting, Economics and Econometrics, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/60be7624f58a33c6aabd6c90d2aeaf34c891d649
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Citations in the corpus
- The motives and performance of cross-border acquirers from emerging economies: Comparison between Chinese and Indian firms (2013, methodology): “…preferable means to access new marketing network and potential customers (Belderbos, 2003; Chen & Findlay, 2003; Deng, 2007; Deng, 2009; Li, 2007; Wang & Boateng, 2007), the process can be more or less difficult and expensive depending on firm-specific and country-specific (dis)advantages…”
- Outward FDI and Knowledge Flows: A Study of the Indian Automotive Sector (2008, unknown): “…and to secure access to natural resources and raw materials, of late, a number of Chinese firms such as Haier, TCL, and Lenovo, etc., are using OFDI to acquire foreign technology and management skills (Cai 1999; Wang and Boateng, 2007).”
- Do cross-border mergers and acquisitions increase short-term market performance? The case of Chinese firms (2017, background): “Some of these studies (Bhagat, Malhotra, & Zhu, 2011; Boateng, Wang, & Yang, 2008; Wang & Boateng, 2007; Zhou, et al., 2015) found a positive market reaction to cross-border M&As, while others (Aybar & Ficici, 2009; Chen & Young, 2010) found a negative one.”
- The Internationalization of Chinese Firms: A Critical Review and Future Research (2012, methodology): “…experience has often been used as a proxy for constructs such as ‘visibility of the firm’ (Cardoza and Fornes 2009; Lau et al. 2010), ‘reputation’ (Agyenim et al., 2008; Warner et al. 2004) and ‘credibility’ or ‘intangible assets’ (Deng 2007; Lu et al. 2010), all of which have been linked to…”
- State ownership, institutional effects and value creation in cross-border mergers & acquisitions by Chinese firms (2015, unknown): “In the context of China, Deng (2009), Rui and Yip (2008), and Boateng et al. (2008) reported that emerging market firms as latecomers lack resources and they strategically use CBM&A to achieve specific goals, such as acquiring strategic capabilities to offset their competitive weaknesses and…”