The Formation of Managerial Networks of Foreign Firms in China: The Effects of Strategic Orientations

By Julie Juan Li. 2005

195 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/985d7db0c62705517b57803cc30ce0b2e87c1496

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. Kevin Zheng Zhou
2. Julie Juan Li
3. N. Boso
4. Laura Poppo
5. C. Li
6. V. Story
7. A. Shao
8. Zhilin Yang

In Strategy and Management

1. Kevin Zheng Zhou
2. Julie Juan Li
3. C. Li
4. Laura Poppo
5. N. Boso
6. Zhilin Yang
7. V. Story
8. A. Shao

Citations in the corpus

• Innovation, imitation, and new product performance: The case of China (2006, background): “Because a dominant single factor did not emerge, common method bias is unlikely to be a concern for our data (cf. Li & Atuahene-Gima, 2001; Li, 2005).”
• How foreign firms achieve competitive advantage in the Chinese emerging economy: Managerial ties and market orientation (2010, background): “For example, Li (2005) suggests that access to land, capital, and human resources is critical to business success in China.”
• Entrepreneurial orientation, market orientation, network ties, and performance: Study of entrepreneurial firms in a developing economy (2013, background): “…the paybacks for leveraging complementarity between entrepreneurial-and market-oriented activities are under-researched (Cadogan, 2012; Hakala, 2011; Li, 2005), and the institutional frameworks under which they are most effective remain less understood (Chung, 2012; Lau and Bruton, 2011).”
• How does strategic orientation matter in Chinese firms? (2007, background): “ Li (2005) 181 foreign-invested enterprises (FIEs).”
• Managerial ties, absorptive capacity, and innovation (2008, methodology): “From the definition of managerial ties given by Peng and Luo (2000) and Li (2005) , we can see that university ties are dissimilar from other business ties including ties with suppliers, customers, agencies, and competitors.”
• Can guanxi be a problem? Contexts, ties, and some unfavorable consequences of social capital in China (2010, background): “Recent empirical studies continue to show managerial ties’ positive outcomes, which includes firm performance ( Li, 2005; Park & Luo, 2001; Peng & Luo, 2000 ;W u & Leung, 2005; Zhang & Li, 2008), as well as new venture growth (Lee & Tsang, 2001), market responsiveness (Luo, 2001), and firm innovati”
• Business and management in China: A review of empirical research in leading international journals (2007, background): “Thus, Lin and Germain (2003) observed that growth performance”
• Competitive position, managerial ties, and profitability of foreign firms in China: an interactive perspective (2009, background): “Close ties with buyers also help foreign firms understand the tastes and preferences of local customers and thereby enable them to serve their customers better and win customer loyalty (Li, 2005).”
• An institution-based view of international business strategy: a focus on emerging economies (2008, unknown): “Another example is research on business groups and conglomerates (Chang, 2006; Chung, 2006; Dieleman & Sachs, 2006; Guillen, 2000; Khanna & Palepu, 2000; Li, Ramaswamy, & Petitt, 2006a; Lu & Yao, 2006; Ma et al., 2006; Peng & Delios, 2006; Ramaswamy et al., 2004; Yiu et al., 2005).”
• The effects of customer and competitor orientations on performance in global markets: a contingency analysis (2007, background): “…officials in industry bureaus and regulatory and supporting organizations) help firms achieve more institutional support – such as interpreting regulations, enforcing contracts, settling negotiations, and erecting entry barriers – to counter threats and uncertainties (Peng and Luo, 2000; Li, 2005).”
• Relational ties or customized contracts? An examination of alternative governance choices in China (2008, background): “conglomerate in Asia indicates that over time its strategic decisions changed from a reliance on personal and political ties to a greater reliance on impersonal models, such as the adoption of international best practices. In contrast, Zhou et al. (2003), from their survey of 620 firms in 1999/ 2000”
• Performance implications of nonmarket strategy in China (2007, background): “0.913, RMSEA=0.049, TLI=0.941, CFI=0.952), and all factor loadings were highly significant (p Li, 2005 ).”