Social Ties and Partner Identification in Sino-Hong Kong International Joint Ventures

By Peter Leung-kwong Wong, P. Ellis. 2002

138 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8783bf35653a9c433aa282ae4280d4427384fa0d

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Does psychic distance moderate the market size–entry sequence relationship? (2008, background): “Pre-existing social ties (e.g., in the form of common ethnic links, business networks, family connections, etc.) may reduce the effects of psychic distance by lowering the uncertainty associated with entering specific markets (Wong & Ellis, 2002).”
Social ties and international entrepreneurship: Opportunities and constraints affecting firm internationalization (2011, methodology): “Some studies go one step further and also examine venture partners who were identified but ultimately rejected in preference for others (e.g., Wong & Ellis, 2002).”
Internationalization and the performance of born-global SMEs: the mediating role of social networks (2007, background): “In addition, from the lens of outsiders operating inside China, there is evidence showing the strategic response of foreign companies to build a broad range of guanxi networks for business opportunities, local resources or protection there (Björkman and Kock, 1995; Davies et al., 1995; Luo, 1997; Yi”
Domestic alliance network to attract foreign partners: Evidence from international joint ventures in China (2014, background): “Within the alliance formation literature, some studies focus on dyad-level constructs such as tie strength (Wong & Ellis, 2002).”
Diaspora and trade facilitation: The case of ethnic Chinese in Australia (2010, methodology): “In this study, Hong Kong, Taiwan, and Mainland China were treated as three separate markets, that is, an IE would exist if an immigrant from Hong Kong was employed to look after their firms’ operation in Hong Kong and so on. The immigrant employees in question had to be based at the Australian firm’”
Paths to foreign markets: Does distance to market affect firm internationalisation? (2007, background): “These costs tend to be greater for international neophytes (Ellis & Pecotich, 2001), in volatile markets (Wong & Ellis, 2002), and in settings where the transfer of organisational routines involves tacit, non-codifiable knowledge (Kogut & Zander, 1993; Scott & Storper, 2003).”