The Future of Business Groups in Emerging Markets: Long Run Evidence from Chile

By Tarun Khanna, K. Palepu. 2000

1,401 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics

View Paper: https://www.semanticscholar.org/paper/e8484ed8253f79d6a40ab7637da9a1f3125fcc44

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Citations in the corpus

New frontiers in international strategy (2004, background): “Khanna and Palepu (1997, 2000a) point to the lack of important institutions in the developing world, that makes conventional MNC operations all but impossible.”
A comparative political economy of diversified business groups, or how states organize big business (2009, background): “For example, in India, the mean number of different industries (disaggregated to two-digit SIC codes) for a large sample of groups was 3.8 (Khanna and Palepu, 2000b: 876).”
Corporate Governance in Emerging Economies: A Review of the Principal-Principal Perspective (2008, background): “In general, business groups, especially those with high levels of horizontal product diversification, may provide more advantage in emerging economies (Chakrabarti et al., 2007; Khanna and Palepu, 2000b; Wan, 2005).”
Business groups and their types (2007, background): “For example, studies have discussed how business groups are profitable (Khanna & Palepu, 2000a; Khanna & Rivkin, 2000) and how they alter diversification over time ( Khanna & Palepu, 2000b; Kim, Hoskisson, Tihanyi, & Hong, 2004; Kosacoff, 2000).”
Institutional Strategies in Emerging Markets (2015, background): “More generally, a long standing set of research on institutional voids, has shown the importance of developing business groups to minimize opportunistic behavior and transaction costs (Khanna & Palepu, 2000a, 2000b; Khanna & Rivkin, 2001; Nachum, 2004).”
Institutions, size and age in transition economies: Implications for export growth (2010, background): “Further, under conditions of less-developed transitional economy institutions, we predict a U-shaped relationship, given the opportunity for small and young firms to utilize institutional voids (Khanna & Palepu, 2000) and the increased interaction between institutions and large and older firms.”
Transforming disadvantages into advantages: developing-country MNEs in the least developed countries (2008, neutral): “These factors compound the difficulties these companies suffer as a result of operating in a home country characterized by a difficult institutional environment and inefficient or missing market mechanisms (Ghemawat & Khanna, 1998; Khanna & Palepu, 1997, 2000).”
Corporate Governance, Economic Entrenchment and Growth (2005, positive): “Khanna and Palepu (2000a) and Khanna and Rivkin (2001) both explain their findings by positing various arguments as to why the group structure might be an advantage in economies with poorly functioning markets and institutions that might cause unrelated firms to have difficulty writing and…”
Globalfocusing: From Domestic Conglomerates to Global Specialists* (2006, positive): “Moreover, internal labour markets allow rotation and allocation of highly qualified personnel where external recruitment is difficult or costly (Khanna and Palepu, 2000).”
Managing knowledge in foreign entry strategies: a resource-based analysis (2009, background): “Shared resources include technologies, as well as networks and managerial knowledge on the local environments ( Khanna and Palepu 2000 ), especially institutions (Peng, Lee, and Wang, 2005).”
From diversification premium to diversification discount during institutional transitions (2008, background): “…Choi, 1988; Chang & Hong, 2000, 2002; Guillen, 2000; Hoskisson, Cannella, Tihanyi, & Faraci, 2004; Kedia, Mukherjee, & Lahiri, 2006; Keister, 2000; Khanna & Palepu, 2000a; Khanna & Palepu, 2000b; Khanna & Rivkin, 2001; Li & Wong, 2003; Ma K. Lee et al. / Journal of World Business 43 (2008) 47–65…”