Ownership Types and Strategic Groups in an Emerging Economy

By Mike W. Peng, Justin Tan, Tony W. Tong. 2004

353 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/769cbf2841bf31c8b052bf6f3f34e383a8e02be4

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. En Xie
3. Zhongfeng Su
4. Yuan Li
5. Dean Xu
6. Kevin Zheng Zhou
7. Jing Li
8. Xufei Ma

In Strategy and Management

1. Mike W. Peng
2. Yuan Li
3. En Xie
4. Zhongfeng Su
5. Kevin Zheng Zhou
6. Hongxin Zhao
7. Dean Xu
8. K. Meyer

Citations in the corpus

• Business group affiliation and firm performance in a transition economy: A focus on ownership voids (2007, background): “We believe that our emphasis on the ownership type of firms can pave the way for future theoretical developments (Dubin, 1978 ;O ’Neil, Rondinelli, & Wattanakul, 2004; Peng, Tan, & Tong, 2004 ) and can serve as an important step toward a complete picture of the role and value of business groups.”
• Behind organizational slack and firm performance in China: The moderating roles of ownership and competitive intensity (2009, background): “governments, and they often run like POEs and represent the closest organizational form to POEs ( Peng et al., 2004 ).”
• Erratum: A “strategy tripod” perspective on export behaviors: Evidence from domestic and foreign firms based in an emerging economy (2010, background): “Although the government has undertaken various reforms to change the mechanism of SOEs, most SOEs in China continue to rely on the government (Peng et al., 2004).”
• Guest Editors' Introduction Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005, neutral): “Within each emerging economy, there is significant organizational heterogeneity, represented by (1) incumbent firms (primarily business groups, state-owned enterprises [SOEs], and privatized firms), (2) entrepreneurial start-ups, and (3) foreign entrants (Peng, 2003; Peng et al., 2004).”
• (How) Does the HR strategy support an innovation oriented business strategy? An investigation of institutional context and organizational practices in Indian firms (2010, background): “Similarly, Peng, Tan, and Tong (2004) argued that “different ownership types lead to different managerial outlook and mentality due to a number of macro and micro foundations giving rise to various managerial cognitions” (p. 1105).”