The global strategy of emerging multinationals from China

By Mike W. Peng. 2012

475 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6ce31fa17c8abfb4cecd729fa6e3969752731675

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. Igor Filatotchev
3. Mike Wright
4. K. Meyer
5. Garry D. Bruton
6. R. Hoskisson
7. Ping Deng
8. En Xie

In Strategy and Management

1. Mike W. Peng
2. Mike Wright
3. Igor Filatotchev
4. K. Meyer
5. Ping Deng
6. Garry D. Bruton
7. R. Hoskisson
8. En Xie

Citations in the corpus

• Theories of the (state-owned) firm (2016, background): “As some of these new SOEs venture abroad, it is imperative that they can compete effectively in product markets (Cui & Jiang, 2012; Lebedev et al., 2015; Meyer et al., 2014; Mutlu et al., 2015; Peng, 2012; Xie et al., 2016).”
• Chinese Outward Direct Investment Research: Theoretical Integration and Recommendations (2013, unknown): “…dynamic interaction between firms and institutions driving Chinese OFDI, scholars have adopted the 'strategy tripod' framework, which considers the strategic choices of Chinese MNCs as the outcome of the interplay between institutions and organizations (Peng, 2012; Yamakawa, Peng, & Deeds, 2008).”
• Corporate governance and Asian companies (2011, background): “While some argue that the geographical and business diversification decisions of Chinese companies are strongly influenced by the Chinese government’s industrial and political priorities (Deng, 2007), others point to evidence that managers of Chinese SOEs are increasingly motivated by commercial obj”
• In search of strategic assets through cross-border merger and acquisitions: Evidence from Chinese multinational enterprises in developed economies (2016, background): “In general, CMNEs lack the expertise and capabilities to manage complex international operations (Peng, 2012).”
• Mergers and acquisitions in and out of emerging economies (2015, background): “Foreign acquirers may thus prefer to choose targets in brokerage positions in less developed institutional environments, and choose more central targets in more developed environments (Shi, Sun, & Peng, 2012).”
• Emerging multinationals from mid-range economies: the influence of institutions and factor markets (2013, background): “We argue that the institutional weaknesses in the home economies must outweigh the challenges associated with such capital round-tripping (Peng, 2012).”
• Mergers & acquisitions research: A bibliometric study of top strategy and international business journals, 1980–2010 (2014, background): “On a similar stream, emerging multinationals may engage in M&As when entering foreign countries to gain access to natural resources, build reputation by controlling worldwide known brands, and managerial hubris (Roll, 1986; Hayward & Hambrick, 1997; Peng, 2012).”
• Institutional open access at home and outward internationalization (2015, unknown): “Our findings not only encourage EE firms to adapt to the new “rules of the game” during institutional transitions, but also benefit MNEs in strategically leveraging the institutional variance within a host country (Peng, 2003, 2012).”
• Human Capital and CEO Compensation during Institutional Transitions (2015, unknown): “Second, for an offensive reason, many Chinese firms have embarked on internationalization (Filatotchev et al., 2009; Luo and Tung, 2007; Peng, 2012; Sun et al., 2012, 2014; Xia et al., 2014; Yamakawa et al., 2013).”
• Market–political ambidexterity during institutional transitions (2013, unknown): “…although the earlier literature on institutional transitions and strategic choices has focused on the march toward markets (Peng, 2003), recent work has documented the persistent influence of governments on firms’ various strategic responses (Puffer and McCarthy, 2011; Zhou and Peng, 2010, 2012).”
• Exit from a Foreign Market: Do Poor Performance, Strategic Fit, Cultural Distance, and International Experience Matter? (2015, background): “…type (Golder and Tellis 1993), product life cycle (PLC) stage (Agarwal, Sarkar, and Echambadi 2002), importance of the FA, governmental support (Peng 2012), and the presence of organizational slack (Harris and Li 2011) because these variables indicate a firm’s resources and capabilities, which…”