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Political Strategy and Market Capabilities: Evidence from the Chinese Private Sector
16 references·4 citing·44 second hop
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this work references cited by second hop

References

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  • 2000MANAGERIAL TIES AND FIRM PERFORMANCE IN A TRANSITION ECONOMY: THE NATURE OF A MICRO-MACRO LINK.2,859 cited
  • 2006Political Connections and Corporate Bailouts2,576 cited
  • 1984Corporate Social Responsibility and Financial Performance1,970 cited
  • 2000THE FUTURE OF BUSINESS GROUPS IN EMERGING MARKETS: LONG-RUN EVIDENCE FROM CHILE.1,275 cited
  • 1999Corporate Political Strategy Formulation: A Model of Approach, Participation, and Strategy Decisions1,227 cited
  • 2003Courts1,224 cited
  • 1982Directly Unproductive, Profit-Seeking (DUP) Activities1,208 cited
  • 2005Institutions, ownership, and finance: the determinants of profit reinvestment among Chinese firms1,023 cited
  • 2007The role of managers' political networking and functional experience in new venture performance: Evidence from China's transition economy1,006 cited
  • 1999Interfirm Relationships and Informal Credit in Vietnam920 cited

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  • 1996The Invisible Hand and the Grabbing Hand907 cited
  • 2003Seize the state, seize the day: state capture and influence in transition economies706 cited
  • Cited by

    • 2017Nonmarket strategy research: systematic literature review and future directions52 cited
    • 2017Government role, governance mechanisms, and foreign partner opportunism in IJVs40 cited
    • 2022Social hierarchy effect of political strategy: Exploring chairman's political position influence on independent directors' dissent27 cited
    • 2023Reducing Symbolic Compliance: The Presence of Multiple Large Shareholders as an Internal Monitoring Mechanism22 cited