Innovation and Risk-Taking in a Transitional Economy: A Comparative Study of Chinese Managers and Entrepreneurs

By Justin Tan. 2001

322 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9fc38e635b39fd37be68f01c962884f30b766dcc

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Citations in the corpus

Challenges for spatially oriented entrepreneurship research (2011, background): “Many authors analyse the distinctiveness of Soviet and post-Soviet entrepreneurship (Roman 1991; Hisrich and Grachev 1993; Tan 2001; Sennikova 2002; Rehn and Taalas 2004; Hisrich, Bowser, and Smarsh 2006).”
Thinking About Entrepreneurial Decision Making (2015, background): “Relative to nonentrepreneurs, entrepreneurs have higher levels of individualism, openness to change, and self-enhancement and lower levels of power, conformity, security (Holt, 1997), and collectivism (Tan, 2001).”
Returnee Entrepreneurs, Science Park Location Choice and Performance: An Analysis of High–Technology SMEs in China (2007, background): “Science parks have been at the forefront of Chinese government’s attempts to exploit returnee entrepreneurs, as part of its policy of stimulating a market economy, but there have been question marks over a lack of real entrepreneurial leadership (Tan, 2001; 2006).”
Entrepreneurship in China: An overview (2014, background): “Tan (2001) argued that entrepreneurs in private firms tend to be more risk-taking, innovative and proactive than managers in state-owned enterprises in responding to the changing institutional environments.”
Ownership Types and Strategic Groups in an Emerging Economy (2004, methodology): “…orientations may resemble those of a defender according to the Miles and Snow (1978) typology, which is characterized by a stable customer base, a narrow product focus, and a stable administrative structure managed by older, conservative managers (e.g. Arens and Brouthers, 2001; Tan, 2001a).”
Young Entrepreneurs in the Mobile Telephony Sector in Ghana: From Necessities to Aspirations (2017, background): “The first places emphasis on examining the personal attributes that drive individuals into establishing businesses (Gartner, 1989; Tan, 2001).”
Does organizational structure facilitate inbound and outbound open innovation in SMEs? (2019, background): “While the private owned firms are more likely to take risk initially associated with innovation activities (Tan 2001), other types of firms, such as state-owned enterprises might Table 2 Adoption of inbound OI activity and outbound OI activity by surveyed firms Sector Number of firms Outbound OI…”
Political institutions, connectedness, and corporate risk-taking (2013, unknown): “As reported by Tan (2001), the political climate of a country and overall political conditions are related to the degree to which the environment fosters entrepreneurial growth.”
Entrepreneurial orientation and SME performance in China’s changing environment: The moderating effects of strategies (2010, unknown): “Although the economic reform has penetrated more and more sectors in China, grey areas have also emerged (Tan, 2001) and opportunistic behaviors have thwarted investment on R&D that requires long-term return (Li & Zhang, 2007).”
Early international entrepreneurship in China: Extent and determinants (2010, background): “In a study on 108 Chinese electronic and communication firms, Tan (2001) argues that Chinese firms are ‘entrepreneurial and economically successful’ in every corner of the world, except in their homeland.”
Entrepreneurship in China (2018, unknown): “Many studies have shown that entrepreneurs’ age, gender, and educational background may affect their management decisions (Li et al. 2009b; Liu et al. 2013; Pistrui et al. 2001; Tan 2001;Wei and Ling 2015; Wright et al. 2008; Yin et al. 2015; Zhang 2017).”
Effectuation, Exploratory Learning and New Venture Performance: Evidence from China** (2017, background): “…in transitional economies face higher environmental uncertainty given that the market and institutional environments are constantly evolving and quickly changing with the transition from planning economies to market economies (Dixon, Meyer, and Day 2010; Peng 2003; Tan 2001; Webb et al. 2013).”
Organizational Slack and Firm Performance During Economic Transitions: Two Studies from an Emerging Economy (2003, background): “is increasingly interested in hardening SOEs’ budgets, many SOEs are forced to reduce inefficiency (Tan and Litschert, 1994; Tan, 2001; White, 2000).”