Organizational Slack and Firm Performance During Economic Transitions: Two Studies from an Emerging Economy

By Justin Tan, Mike W. Peng. 2003

1,124 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6ce1d1b1e7f445511210eccf119ee8beeeed8d63

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. Yuan Li
3. Mike Wright
4. Shaker A. Zahra
5. Tom Vanacker
6. En Xie
7. Garry D. Bruton
8. Sunny Li Sun

In Economics and Econometrics

1. Mike W. Peng
2. Tom Vanacker
3. Shaker A. Zahra
4. Johan Wiklund
5. Dean A. Shepherd
6. Veroniek Collewaert
7. Yuan Li
8. B. S. Anderson

In Strategy and Management

1. Mike W. Peng
2. Yuan Li
3. En Xie
4. Sunny Li Sun
5. K. Meyer
6. Jing Li
7. Shaker A. Zahra
8. Mike Wright

Citations in the corpus

• Market orientation, HRM importance and competency: determinants of strategic HRM in Chinese firms (2005, background): “Larger firms, in general, are able to use unabsorbed slack to invest in human resources (Tan and Peng, 2003 ).”
• Capabilities, Contractual Hazards, and Governance: Integrating Resource-Based and Transaction Cost Perspectives (2006, methodology): “A greater amount of cash implies that a firm has more than enough resources to hire personnel to perform projects in-house (see Tan & Peng, 2003).”
• Do Environmental Management Systems Improve Business Performance in an International Setting (2008, background): “The four standard criticisms of survey data are common method variance (bias), social desirability bias, non-response bias, and lack of generalizability ( Tan and Peng, 2003 ).”
• Competitive dynamics, strategic consistency, and organizational survival (2009, background): “Second, actions which are not in line with past behavior may lead to an imbalance between organizational capabilities and current competitive actions (cf. March, 1991).”
• Product innovation in emerging market-based international joint ventures: An organizational ecology perspective (2008, methodology): “…effect, in emerging markets SOEs generally enjoy tremendous advantages over their counterparts – for example, possessing abundant financial and human resources, having strong government support, and owning access to external resources such as bank loans (Peng et al., 2004; Tan & Peng, 2003).”
• How do networks and learning drive M&As? An institutional comparison between China and the United States (2009, background): “Organization slack may assist managers pursuing acquisitions by allowing greater financial discretion (Tan and Peng, 2003).”