The Relevance of the Institutional Underpinnings of Porter's Five Forces Framework to Emerging Economies: An Epistemological Analysis

By V. Narayanan, Liam Fahey. 2005

178 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/dc348ac1fb4cfdb965edcb120ce7d8b942b80c80

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Citations in the corpus

The Institution-Based View as a Third Leg for a Strategy Tripod. (2009, unknown): “6 This approach contrasts sharply with the usual “best practice” in strategy research coming from the industry-based and resource-based traditions that ignore histories and contexts (Narayanan & Fahey, 2005).”
Latin America Management Research: Review, Synthesis, and Extension (2011, background): “…multiple subfields of management who argue that the context of emerging economies needs to be explicitly considered in the development and application of management theory (Bruton, Ahlstrom, & Obloj, 2008; Elvira & Davila, 2005b; Narayanan & Fahey, 2005; Peng, 2001; Yamakawa, Peng, & Deeds, 2008).”
Entrepreneurial orientation and firm performance in Indian SMEs: Universal and contingency perspectives (2016, background): “This is an important finding because strategic management models originating in developed economies do not always fit the conditions prevalent in emerging economies (Narayanan and Fahey, 2005).”
International business responses to institutional voids (2017, background): “Narayanan and Fahey (2005) also suggest that greater reliance on interpersonal trust and networks serve as strategies to reduce risks of opportunism when formal institutions are underdeveloped.”
An institution-based view of international business strategy: a focus on emerging economies (2008, unknown): “…as background is insufficient to gain a deep understanding of strategic behavior and firm performance even in developed economies (Ingram & Silverman, 2002; Lewin & Kim, 2004; Oliver, 1997), its deficiency becomes more striking when probing into emerging economies (Narayanan & Fahey, 2005).”
The three faces of China: Strategic alliance partner selection in three ethnic Chinese economies (2014, background): “Formal institutions (such as laws and regulations), and informal institutions (such as norms and other adaptive arrangements) influence strategic choices (e.g. Muthusamy & White, 2005; Narayanan & Fahey, 2005; Peng, 2003, 2005; Wright et al., 2005).”