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Ownership, Affiliation, and Organizational Performance: Evidence from China’s Results-Oriented Energy Policy
16 references·4 citing·42 second hop
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  • 2002Veto Players3,490 cited
  • 2003Veto Players. How Political Institutions Work3,369 cited
  • 2002Public and Private Management: What’s the Difference?1,509 cited
  • 2008Decentralized Authoritarianism in China840 cited
  • 2000Comparing Public and Private Organizations: Empirical Research and the Power of the A Priori822 cited
  • 1998Principal-Agent Models: An Expansion?716 cited
  • 2016Whose Call to Answer: Institutional Complexity and Firms’ CSR Reporting606 cited
  • 1999Selective Policy Implementation in Rural China600 cited
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  • 2015Water Pollution Progress at Borders: The Role of Changes in China's Political Promotion Incentives488 cited
  • 1989Public Administration: Understanding Management, Politics, and Law in the Public Sector461 cited
  • 2013Incentives for China's urban mayors to mitigate pollution externalities: The role of the central government and public environmentalism

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442 cited
  • 2017Government's green grip: Multifaceted state influence on corporate environmental actions in China435 cited
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    • 2022The effects of public environmental concern on urban-rural environmental inequality: Evidence from Chinese industrial enterprises138 cited
    • 2022How does ownership structure affect corporate environmental responsibility? Evidence from the manufacturing sector in China50 cited
    • 2024The effects of green finance on pollution and carbon reduction: Evidence from China’s industrial firms39 cited
    • 2021Do corporate managers believe in luck? Evidence of the Chinese zodiac effect32 cited