Business group affiliation and firm performance in a transition economy: A focus on ownership voids

By Xufei Ma, Xiaotao Yao, Y. Xi. 2007

152 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e53e7c96172189fbd2d27e0ae639ebb75ed7ebda

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Citations in the corpus

Impact of state ownership and control mechanisms on the performance of group affiliated companies in China (2007, background): “To explain why state owned business groups were likely to achieve better performance, Ma, Yao, and Xi (2006) argued, from property rights theory, that this was because groups substitute for ownership voids and set more effective control mechanisms over companies.”
An institution-based view of international business strategy: a focus on emerging economies (2008, unknown): “…the strategies of domestic firms in emerging economies is that some of them may embark upon their own An institution-based view of international business strategy Mike W Peng et al lization in the near future, thus becoming a new breed of MNE (Mathews, 2006; Peng & Delios, 2006; Ramamurti, 2004).”
What determines the scope of the firm over time and around the world? An Asia Pacific perspective (2007, methodology): “It may simply be a reflection of the fact that outbound international expansion from countries such as China, India, and Indonesia is a very recent and relatively small scale phenomenon.”
Formal control and social control in domestic and international buyer–supplier relationships (2010, background): “Government interference heavily influences managerial decisions in these firms, including how to select and control their suppliers (Gao et al., 2008; Li et al., 2006; Ma et al., 2006; Su et al., 2009).”
Ownership of Corporations (2016, background): “For example, it has been consistently reported that a BG is affiliated with its government sees its performance improving (Inoue et al., 2013; Ma et al., 2006).”
From diversification premium to diversification discount during institutional transitions (2008, background): “These imperfections are called ''institutional voids'' (Khanna & Palepu, 2000b; Lee & Oh, 2007; Ma et al., 2006) and would make internalization through a conglomeration strategy more attractive.”
CEO duality, organizational slack, and firm performance in China (2010, background): “During China's institutional transitions, the diversity of firm ownership is remarkable (Ju & Zhao, 2009; Ma, Yao, & Xi, 2006; Peng et al., 2004).”