Markets, Culture and Institutions: The Emergence of Large Business Groups in Taiwan, 1950s-1970s

By Chi‐Nien Chung. 2001

129 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/7fa0af2c6053a64a862563c2e0b84076c2b650eb

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Mike W. Peng
2. R. Hoskisson
3. K. Meyer
4. D. Tan
5. Yuan Lu
6. Jun Yao
7. Ishtiaq P. Mahmood
8. Tarun Khanna

Citations in the corpus

• Towards an Institution-Based View of Business Strategy (2002, background): “One solution is to introduce a third sample from Hong Kong or Taiwan (McGrath et al., 1992).”
• Two Faces: Effects of Business Groups on Innovation in Emerging Economies (2004, background): “BGT is a common data source for academic research (Khanna and Rivkin 2001, Chung 2001).”
• Impact of state ownership and control mechanisms on the performance of group affiliated companies in China (2007, background): “…structures in corporate strategy and performance of the companies that are affiliated with business groups (Chang, 2003a; Chang & Hong, 2000; Chung, 2001; Feenstra, Yang, & Hamilton, 1999; Guillen, 2000; Guthrie, 1997; Keister, 1998, 1999; Khanna & Palepu, 2000a; Khanna & Rivkin, 2001; Yiu,…”
• Business Groups in Emerging Markets: Paragons or Parasites? (2007, background): “For example, Chung and Mahmood (2006) show that Taiwanese groups became more diversified both across industries and across countries following the crisis; they also became more pyramidal in structure. TsuiAuch (2006) examines both government owned and privately owned groups controlled by ethnic Chin”
• Diversified Business Groups and Corporate Refocusing in Emerging Economies (2005, background): “Dominant family ownership of a business group often implies control by an extended family even if they do not own a 50% majority (Chang, 2003; Chung, 2001; Ramaswamy et al., 2002).”
• Ethnic ties, location choice, and firm performance in foreign direct investment: A study of Taiwanese business groups FDI in China (2011, background): “In emerging economies, firms typically grow both domestically and internationally in the form of business groups in order to accommodate institutional peculiarities (Chung, 2001; Khanna & Palepu, 2000).”
• Business groups' outward FDI: A managerial resources perspective (2010, methodology): “In consequence, BGs are a common organizational form across a wide range of emerging economies (Chung, 2001; Khanna and Palepu 2000; Peng and Delios, 2006, Khanna and Yefeh, 2007; Yiu et al., 2007; Bruton and Lau, 2008; Estrin et al., 2009).”
• When and How Does Business Group Affiliation Promote Firm Innovation? A Tale of Two Emerging Economies (2006, background): “Because Taiwan’s government used tax incentives to favor new establishments, Taiwanese groups are more numerous and much smaller than Korean groups (Cheng 1990, Fields 1995, Chung 2001, Chang 2003).”
• The internationalization of emerging market business groups: an integrated literature review (2010, background): “In a similar vein, Tsui-Auch and Lee (2003) and Chung (2001) show that patterns of BG growth in Singapore and South Korea and Taiwan, respectively, are functions of national economic change initiated by the state in these countries.”