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Why Focused Strategies May Be Wrong for Emerging Markets
0 references·16 citing·45 second hopsampled
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  • 2000MANAGERIAL TIES AND FIRM PERFORMANCE IN A TRANSITION ECONOMY: THE NATURE OF A MICRO-MACRO LINK.2,859 cited
  • 2005Strategy Research in Emerging Economies: Challenging the Conventional Wisdom*1,842 cited
  • 2008Transforming disadvantages into advantages: developing-country MNEs in the least developed countries1,376 cited
  • 2016State Ownership and Firm Innovation in China: An Integrated View of Institutional and Efficiency Logics1,217 cited
  • 2002Toward a Comparative Institutional Analysis1,200 cited
  • 2020Research Methods in Business Studies1,198 cited
  • 2000BUSINESS GROUPS IN EMERGING ECONOMIES: A RESOURCE-BASED VIEW.928 cited
  • 2017Sensitive industries produce better ESG performance: Evidence from emerging markets899 cited
  • 2016Country-level institutions, firm value, and the role of corporate social responsibility initiatives826 cited
  • 2007International venturing by emerging economy firms: the effects of firm capabilities, home country networks, and corporate entrepreneurship769 cited
  • 2007Managerial social capital, strategic orientation, and organizational performance in an emerging economy743 cited
  • 2003HOME COUNTRY ENVIRONMENTS, CORPORATE DIVERSIFICATION STRATEGIES, AND FIRM PERFORMANCE.722 cited
  • 2002Towards an Institution-Based View of Business Strategy709 cited

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  • 2004Family Control and the Rent–Seeking Society660 cited
  • 2012Acquisitions as entrepreneurship: asymmetries, opportunities, and the internationalization of multinationals from emerging economies619 cited
  • 2007Building capabilities for international operations through networks: a study of Indian firms603 cited