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Cited by

• 2014Political Incentives to Suppress Negative Information: Evidence from Chinese Listed Firms715 cited
• 2014New Varieties of State Capitalism: Strategic and Governance Implications517 cited
• 2013Economic nationalism and foreign acquisition completion: The case of China109 cited
• 2014Managers as drivers of CSR in state-owned enterprises88 cited
• 2016STATE OWNED ENTERPRISES AS INSTRUMENTS OF INNOVATION POLICY83 cited
• 2016To corporatize or not to corporatize (and if so, how?)76 cited
• 2011State-Owned Enterprises56 cited
• 2014A Systemic View of Corporate Social Responsibility (CSR) in State‐Owned Enterprises (SOEs)55 cited
• 2021Political interventions in state-owned enterprises: The corporate governance failures of a European airline37 cited
• 2015YES, NO, MAYBE: THE AMBIGUOUS RELATIONSHIPS BETWEEN STATE‐OWNED ENTERPRISES AND THE STATE29 cited
• 2020Barriers to entrepreneurship in public enterprises: boards contributing to inertia27 cited
• 2008Governance and Investment of Public Pension Reserve Funds in Selected OECD Countries26 cited
• 2020Government assistance to state-owned enterprises: a hindrance to financial performance23 cited
• 2023The impact of board characteristics on corporate social responsibility disclosures: evidence from state-owned enterprises in Kenya