Strategic Implications of Emerging Chinese Multinationals:: The Haier Case Study

By Hong Liu, Ke Li. 2002

168 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d36b16ef4f90d641ebd0d66293c0e89ab2a81953

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In Strategy and Management

Citations in the corpus

Bounded entrepreneurship and internationalisation of indigenous Chinese private-owned firms (2008, background): “In addition, Haier as a single case has been extensively studied (e.g. Liu and Li, 2002; Du, 2003; Palepu et al. 2005).”
A retrospective and agenda for future research on Chinese outward foreign direct investment (2017, background): “In contrast, the Haier pathway is a description of Chinese companies that invest in advanced economies at an early stage in their internationalisation process (Liu & Li, 2002; Rongping, 2009; Sun, 2009).”
Internationalization and technological catching up of emerging multinationals: a comparative case study of China's Haier group (2009, background): “However, changing Western consumers’ perception requires years of marketing efforts (Liu and Li, 2002).”
Expanding to outward foreign direct investment or not? A multi-dimensional analysis of entry mode transformation of Chinese private exporting firms (2014, background): “Liu and Li (2002) Driving forces and constraints for Haier’s internationalization Haier Addresses the internationalisation strategy that has made Haier successful, the factors influencing the strategy, and the strategic implications for both Western and Chinese firms.”
Accelerated Internationalisation by Emerging Multinationals: The Case of the White Goods Sector (2007, unknown): “It initially focused on Southeast Asia, with investments in Indonesia, Philippines and Malaysia to produce refrigerators and air conditioners (Liu and Li 2002).”
Internationalization and innovation performance of emerging market enterprises: The role of host-country institutional development (2016, background): “…Chinese Haier relied on establishing home-base augmenting R&D subsidiaries in countries such as the USA, Germany and Japan to acquire foreign technology, exploit localized knowledge spillovers and develop its own innovative products aimed at both Chinese home and global customers (Liu & Li, 2002).”
Behind ownership decision of Chinese outward FDI: Resources and institutions (2010, background): “…trend and driving forces of China’s outward FDI (Morck, Yeung, & Zhao, 2008; Liu, Buck, & Shu, 2005), and the determinants and motivations of Chinese firms to carry out overseas investment activities (Buckley et al., 2007; Child & Rodrigues, 2005; Deng, 2004, 2007; Liu & Li, 2002; Rui & Yip, 2008).”
Chinese Outward Direct Investment Research: Theoretical Integration and Recommendations (2013, unknown): “…(2009); Niosi and Tschang (2009) Journal of Chinese Economic and Business Studies (4): Biggeri and Sanfilippo (2009); Gattai (2012); Liu and Buck (2009); Sutherland and Ning (2011) © 2 0 1 3 The International Association for Chinese Management Research Advancing Theories from Chinese OFDI…”
Chinese foreign direct investment in R&D in Europe: A new model of R&D internationalization? (2012, background): “Some scholars, indeed, use a single case study to investigate the international strategies of Chinese companies (Liu and Li, 2002; Low, 2007).”
The determinants of Chinese outward foreign direct investment (2007, methodology): “To illustrate, extant research portrays Chinese ODI of the 1980s and early 1990s as having been directed by government towards supporting the export function of stateowned manufacturers; towards providing stability to the supply of domestically scarce natural resources; and towards the acquisition o”