The adoption of agency business activity, product innovation, and performance in Chinese technology ventures

By Haiyang Li, Kwaku Atuahene-Gima. 2002

278 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bc92ce194b5ee445fa92f00706cb6b988964216b

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Citations in the corpus

Exploratory and Exploitative Learning in New Product Development: A Social Capital Perspective on New Technology Ventures in China (2007, background): “For example, research suggests that TMT members in new ventures invest resources and time in building connections with friends, buyers, suppliers, and government and financial officials (Li and Atuahene-Gima 2001; Peng and Luo 2000).”
Returnees Versus Locals: Who Perform Better in China's Technology Entrepreneurship? (2012, background): “Often, a lack of well-established institutional frameworks and underdeveloped strategic factor markets characterize institutional contexts in emerging markets (Hoskisson et al., 2000; Li and Atuahene-Gima, 2002): characteristics that may limit the appropriation of returnees’ technological and manage”
The development of entrepreneurship in China (2008, background): “…strategic management category, including resource-dependence theory (Davies & Walters, 2004; Li & Atuahene-Gima, 2001), resource-based view (e.g. Li & Atuahene-Gima, 2002; White, 2000), information process theory (Atuahene-Gima & Li, 2004), and strategy–structure–performance paradigm (Lin &…”
Sub‐National Institutional Contingencies, Network Positions, and IJV Partner Selection (2012, unknown): “They safeguard the quality of information that a centrally positioned domestic firm receives from its partner firms (Li and Atuahene-Gima, 2002).”
Strategic Decision Comprehensiveness and New Product Development Outcomes in New Technology Ventures (2004, methodology): “Extant research suggests that China's economic transition poses severe resource and other challenges for new ventures (Li & Atuahene-Gima, 2001, 2002).”
Institutional Strategies in Emerging Markets (2015, background): “Moreover, key financial intermediaries such as accounting firms, financial analysts, and venture capitalists are typically either absent or only marginal present (Li & Atuahene-Gima, 2002; Peng & Heath, 1996) – creating information asymmetries within the markets that can be exploited by firms.”
Innovation, imitation, and new product performance: The case of China (2006, background): “In addition, emerging economies, during their transition to market economies, experience unprecedented changes in their social, legal, and economic institutions, which in turn raise serious theoretical challenges to Western practices (Hoskisson, Eden, Lau, & Wright, 2000; Li & Atuahene-Gima 2001; ”
The role of managers' political networking and functional experience in new venture performance: Evidence from China's transition economy (2007, background): “In addition, institutional underdevelopment in a transition economy creates an uncertain and risky business environment that lowers trust among people (Atuahene-Gima and Li, 2002: 65).”
Emerging Markets as Learning Laboratories: Learning Behaviors of Local Firms and Foreign Entrants in Different Institutional Contexts (2005, background): “Li and Atuahene-Gima (2002) also show that new Chinese technology ventures develop their marketing and technological capabilities by learning from foreign entrants through developing downstream alliances (i.e., focusing on distribution and marketing of foreign firms’ products in China).”
Beyond Red Tape and Fools: Institutional Theory in Entrepreneurship Research, 1992–2014 (2017, background): “…entrepreneurship studies that use institutional perspective (EIn research hereafter) has been conducted (Aidis, 2005; Cattani, Pennings, & Wezel, 2003; De Castro, Khavul, & Bruton, 2014; Li & Atuahene-Gima, 2002; Lim, Morse, Mitchell, & Seawright, 2010; Peng, 2003; Sine, Haveman, & Tolbert, 2005).”
A Matching Theory of Alliance Formation and Organizational Success: Complementarity and Compatibility (2009, background): “Second, research has shown that organizations with more resources are more attractive as alliance partners (Ahuja, 2000; Eisenhardt & Schoonhoven, 1996; Li & Atuahene-Gima, 2002; Stuart, 1998).”
How do networks and learning drive M&As? An institutional comparison between China and the United States (2009, background): “Conversely, in an underdeveloped institutional setting where the business environment is fragile and legal protection is insufficient, a central position in an industry alliance network may not ensure the reliability of interfirm relationships for the central firm (Li and Atuahene-Gima, 2002).”