Market–political ambidexterity during institutional transitions

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Theories of the (state-owned) firm (2016, background): “Instead, it is the combination of market-based and nonmarket-based resources and capabilities that helps sustain some new SOEs’ performance and propels their growth in the increasingly competitive global economy (Guillen & Garcia-Canal, 2009; Khanna & Yafeh, 2007; Li et al., 2013).”
Human Capital and CEO Compensation during Institutional Transitions (2015, unknown): “A fundamental feature is 'the lack of specific demarcation that separates market influences and government influences' (Li et al., 2013, p. 207), forcing firms (and boards) to experiment with appointing CEOs with different types of human capital – in our case, international experience and political…”
Domestic alliance network to attract foreign partners: Evidence from international joint ventures in China (2014, background): “significant risks are accompanied by large market rewards (Li et al., 2009; Li et al., 2013).”
State Ownership and Firm Innovation in China: An Integrated View of Institutional and Efficiency Logics (2017, background): “Second, regulatory pressure is alleviated with institutional development, which is accompanied by a reduction of government intervention in economic activities (Li, Peng, and Macaulay, 2013).”