Developing strategic orientation in China: antecedents and consequences of market and innovation orientations

By Kevin Zheng Zhou, Gerald Yong Gao, Zhilin Yang, Nan Zhou. 2005

356 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/98af5e14ddd2e2345ba056fc8cf6ea800ef8f589

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Relationship Capabilities, Quality, and Innovation as Determinants of Export Performance (2009, background): “960) (adapted from Baker and Sinkula 1999; Homburg and Pflesser 2000; Zhou et al. 2005)”
How foreign firms achieve competitive advantage in the Chinese emerging economy: Managerial ties and market orientation (2010, background): “Previous research has found that market orientation fosters performance in emerging economies such as China (Zhou et al., 2005) and Central Europe (Hooley 18 et al., 2000).”
The Formation of Managerial Networks of Foreign Firms in China: The Effects of Strategic Orientations (2005, background): “Zhou and Peng (2005) propose that the institutional changes of political and legal systems may differentially affect the evolution of ties with government officials and ties with the business community.”
Emotional and learning capability and their impact on product innovativeness and firm performance (2007, methodology): “Firm age was assessed by asking the number of years since the firm was founded (Gulati and Higgins, 2003) and firm size was indicated by the logarithm of the number of employees (Zhou et al., 2005).”
Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs (2011, background): “In organizations that focus on innovations, employees develop a greater sense of commitment and proactivity (Zhou et al., 2005).”
The relationship between multidimensional organizational culture and performance (2011, background): “The whole notion of traditional new product development based on market orientation explicitly hinges on a solid understanding of the customer’s unmet needs (Zhou et al., 2005; Laforet, 2008).”
On what should firms focus in transitional economies? A study of the contingent value of strategic orientations in China (2007, background): “We included firm type, firm size, and firm age as control variables because they may significantly affect firm performance in China (cf. Zhou et al., 2005 ).”
How does strategic orientation matter in Chinese firms? (2007, background): “Powpaka (2006) reports that market orientation has no effect on employee job satisfaction in Thailand, which is inconsistent with the findings of Zhou et al. (2005a) in China.”