Strategic alignment and performance of market‐seeking MNCs in China

By Yadong Luo, Seung-Ho Park. 2001

360 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d9df0aeb0c3d1fd710a1a005fd3080d7882d8307

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Citations in the corpus

Entrepreneurial orientation and SME performance in China’s changing environment: The moderating effects of strategies (2010, neutral): “…the relationship between generic strategies and organizational performance are viable across environmental contexts and that although the environment may not change the form of this relationship, it can modify its strength (Hambrick, 1983; Luo & Park, 2001; Miller & Friesen, 1983; Prescott, 1986).”
How does strategic orientation matter in Chinese firms? (2007, background): “ Luo and Park (2001) 113 MNC subsidiaries Performance Strategic orientation: defender, analyzer, and prospector Analyzer is viewed as the appropriate strategic orientation for market-seeking foreign subsidiaries in China’s highly complex and dynamic market.”
Market liberalization and firm performance during China's economic transition (2006, background): “On the other hand, MNCs in China pursue a more long-term market expansion strategy (Luo and Park, 2001).”
Innovation search of new ventures in a technology cluster: the role of ties with service intermediaries (2010, background): “When new ventures do not export, they emphasize reaping benefits from pent up indigenous demands in the domestic markets (Luo and Park, 2001).”
The Formation of Managerial Networks of Foreign Firms in China: The Effects of Strategic Orientations (2005, background): “Second, FIEs operate in a Chinese market that is quite different from their home markets, which means that complex organizational and strategic arrangements are needed to govern their operations (Luo and Park, 2001).”
Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment (2018, background): “Third, the literature posits that the translation of strategic objectives into well-aligned plans and realized resource deployments requires that firms adjust their goals and strategies to the varying environmental conditions that they face (Luo & Park 2001; Morgan 2012).”
Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, background): “Research has shown that such alignment positively associates with MNE and subsidiary performance (Luo & Park, 2001; Cui, Griffith, & Cavusgil, 2005).”
Validation of a Multidimensional HR Flexibility Measure (2015, methodology): “Consistent with Luo and Park (2001), response options ranged from 1 (lowest 20”
FDI spillovers over time in an emerging market: : The roles of entry tenure and barriers to imitation (2014, background): “Market focus represents an important strategic choice of foreign firms operating in an emerging market (Luo & Park, 2001; Zhang et al., 2007).”
An Investigation of Entrepreneurial Orientation, Perceived Environmental Hostility, and Strategy Application among Chinese SMEs (2012, background): “However, in the current Chinese environment, although cost control strategies do not provide enough differentiation for Chinese entrepreneurial firms, innovation strategies appear too risky (Luo and Park 2001; Tan and Tan 2005).”