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Political connections and corporate diversification in emerging economies: Evidence from China
16 references·16 citing·31 second hopsampled
Political connections and corporate diversification in emerging economies: Evidence from China (2011)Political connections and corporate diver…Institutions and Organizations: Ideas and Interests (2008)Institutions and Organization…Politically connected CEOs, corporate governance, and Post-IPO performance of China's newly partially privatized firms☆ (2007)Politically connected CEOs, c…Political connections, financing and firm performance: Evidence from Chinese private firms (2007)Political connections, financ…Firm resources and sustained competitive advantage (2004)Firm resources and sustained …Institutional Transitions and Strategic Choices (2003)Institutional Transitions and…Is the Resource-Based "View" a Useful Perspective for Strategic Management Research? (2001)Is the Resource-Based "View" …MANAGERIAL TIES AND FIRM PERFORMANCE IN A TRANSITION ECONOMY: THE NATURE OF A MICRO-MACRO LINK. (2000)MANAGERIAL TIES AND FIRM PERF…Why Focused Strategies May Be Wrong for Emerging Markets (1997)Why Focused Strategies May Be…The Tacit Dimension (1997)The Tacit DimensionGUANXI: CONNECTIONS AS SUBSTITUTES FOR FORMAL INSTITUTIONAL SUPPORT. (1996)GUANXI: CONNECTIONS AS SUBSTI…The Theory of the Growth of the Firm (1995)The Theory of the Growth of t…The cornerstones of competitive advantage: A resource‐based view (1993)The cornerstones of competiti…TOP MANAGEMENT TEAM DEMOGRAPHY AND CORPORATE STRATEGIC CHANGE. (1992)TOP MANAGEMENT TEAM DEMOGRAPH…The resource‐based view within the conversation of strategic management (1992)The resource‐based view withi…Firm Resources and Sustained Competitive Advantage (1991)Firm Resources and Sustained …Towards an economic theory of the multiproduct firm (1982)Towards an economic theory of…Political Connections, Industry Entry Choice and Performance Volatility: Evidence from China (2021)Political Connections, Indust…Is collaborative innovation a double-edged sword for firms? The contingent role of ambidextrous learning and TMT shared vision (2021)Is collaborative innovation a…The double-edged sword effect of political ties on performance in emerging markets: The mediation of innovation capability and legitimacy (2019)The double-edged sword effect…Leader narcissism and outward foreign direct investment: Evidence from Chinese firms (2019)Leader narcissism and outward…Impact of political connections on Chinese export firms' performance – Lessons for other emerging markets (2019)Impact of political connectio…Theories of the multinational firm: A microfoundational perspective (2018)Theories of the multinational…The influence of resource bundling on the speed of strategic change: Moderating effects of relational capital (2016)The influence of resource bun…Subnational institutions, political capital, and the internationalization of entrepreneurial firms in emerging economies (2016)Subnational institutions, pol…Political Connections, Home Formal Institutions, and Internationalization: Evidence from China (2016)Political Connections, Home F…Contingent value of political capital in bank loan acquisition: Evidence from founder-controlled private enterprises in China (2016)Contingent value of political…Ties to Unbind: Political Ties and Firm Sell-Offs During Institutional Transition (2015)Ties to Unbind: Political Tie…When does investment in political ties improve firm performance? The contingent effect of innovation activities (2014)When does investment in polit…Political connections and operational performance of non-financial firms: New evidence from Poland (2014)Political connections and ope…Market–political ambidexterity during institutional transitions (2013)Market–political ambidexterit…Cross-listing and the scope of the firm (2013)Cross-listing and the scope o…Critical Success Factors of Sustainable Competitive Advantage: A Study in Malaysian Manufacturing Industries (2012)Critical Success Factors of S…A resource‐based view of the firm (1984)Dynamic capabilities: what are they? (2000)Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view (2001)The dynamic resource‐based view: capability lifecycles (2003)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)The Theory of Economic Development (2003)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Institutions, Institutional Change and Economic Performance (1990)Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005)An institution-based view of international business strategy: a focus on emerging economies (2008)Institutions, resources, and entry strategies in emerging economies (2008)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)A Historical Comparison of Resource-Based Theory and Five Schools of Thought Within Industrial Organization Economics: Do We Have a New Theory of the Firm? (1991)A Resource-Based Theory of the Firm: Knowledge Versus Opportunism (1996)Contemporary Strategy Analysis (1998)Asset Stock Accumulation and Sustainability of Competitive Advantage (1989)An Evolutionary Theory of Economic Change. (1983)Organizational Growth: Linking Founding Team, Strategy, Environment, and Growth Among U.S. Semiconductor Ventures, 1978-1988 (1990)Strategic decision models: Integrating different perspectives (1991)Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups (1996)What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite (1997)Exploring the Black Box: An Analysis of Work Group Diversity, Conflict and Performance (1999)Approaching adulthood: the maturing of institutional theory (2008)The Institution-Based View as a Third Leg for a Strategy Tripod. (2009)From Smoke and Mirrors to Walking the Talk: Decoupling in the Contemporary World (2012)A Dynamic Theory of Organizational Knowledge Creation (1994)Toward a knowledge‐based theory of the firm (1996)Evolving to a New Dominant Logic for Marketing (2003)Dynamic capabilities and strategic management (1997)Strategic assets and organizational rent (1993)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)
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References

  • 1991Firm Resources and Sustained Competitive Advantage48,209 cited
  • 2004Firm resources and sustained competitive advantage38,157 cited
  • 1995The Theory of the Growth of the Firm13,774 cited
  • 1997The Tacit Dimension12,409 cited
  • 1993The cornerstones of competitive advantage: A resource‐based view10,742 cited
  • 2001Is the Resource-Based "View" a Useful Perspective for Strategic Management Research?4,459 cited
  • 1992The resource‐based view within the conversation of strategic management3,392 cited
  • 2008Institutions and Organizations: Ideas and Interests2,943 cited
  • 1992TOP MANAGEMENT TEAM DEMOGRAPHY AND CORPORATE STRATEGIC CHANGE.2,928 cited
  • 2003Institutional Transitions and Strategic Choices2,878 cited
  • 2000MANAGERIAL TIES AND FIRM PERFORMANCE IN A TRANSITION ECONOMY: THE NATURE OF A MICRO-MACRO LINK.2,859 cited
  • 2007Politically connected CEOs, corporate governance, and Post-IPO performance of China's newly partially privatized firms☆2,736 cited
  • 1997Why Focused Strategies May Be Wrong for Emerging Markets2,452 cited
  • 1996GUANXI: CONNECTIONS AS SUBSTITUTES FOR FORMAL INSTITUTIONAL SUPPORT.2,240 cited
  • 1982Towards an economic theory of the multiproduct firm

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1,990 cited
  • 2007Political connections, financing and firm performance: Evidence from Chinese private firms1,797 cited
  • Cited by

    • 2019Impact of political connections on Chinese export firms' performance – Lessons for other emerging markets118 cited
    • 2018Theories of the multinational firm: A microfoundational perspective117 cited
    • 2014When does investment in political ties improve firm performance? The contingent effect of innovation activities113 cited
    • 2013Market–political ambidexterity during institutional transitions112 cited
    • 2016Subnational institutions, political capital, and the internationalization of entrepreneurial firms in emerging economies94 cited
    • 2016Political Connections, Home Formal Institutions, and Internationalization: Evidence from China91 cited
    • 2016Contingent value of political capital in bank loan acquisition: Evidence from founder-controlled private enterprises in China88 cited
    • 2014Political connections and operational performance of non-financial firms: New evidence from Poland83 cited
    • 2019The double-edged sword effect of political ties on performance in emerging markets: The mediation of innovation capability and legitimacy70 cited
    • 2015Ties to Unbind: Political Ties and Firm Sell-Offs During Institutional Transition68 cited
    • 2013Cross-listing and the scope of the firm68 cited
    • 2019Leader narcissism and outward foreign direct investment: Evidence from Chinese firms68 cited
    • 2012Critical Success Factors of Sustainable Competitive Advantage: A Study in Malaysian Manufacturing Industries58 cited
    • 2021Is collaborative innovation a double-edged sword for firms? The contingent role of ambidextrous learning and TMT shared vision57 cited
    • 2016The influence of resource bundling on the speed of strategic change: Moderating effects of relational capital57 cited
    • 2021Political Connections, Industry Entry Choice and Performance Volatility: Evidence from China53 cited