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Mixed-ownership reform and strategic choice of Chinese state-owned enterprises
16 references·0 citing·49 second hop
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References

  • 1978Organizational Strategy, Structure, and Process7,485 cited
  • 2008Corporate Governance and Risk‐Taking1,816 cited
  • 2005Corporate Governance and Competitive Advantage in Family–Controlled Firms1,511 cited
  • 2009Demographic Diversity in the Boardroom: Mediators of the Board Diversity–Firm Performance Relationship1,420 cited
  • 2014Does Stock Liquidity Enhance or Impede Firm Innovation?1,338 cited
  • 2002CONFLICTING VOICES: THE EFFECTS OF INSTITUTIONAL OWNERSHIP HETEROGENEITY AND INTERNAL GOVERNANCE ON CORPORATE INNOVATION STRATEGIES.969 cited
  • 2010The effect of board capital and CEO power on strategic change823 cited
  • 2012Business Strategy, Financial Reporting Irregularities, and Audit Effort618 cited
  • 2002Relational and Contractual Governance in Family Firms: Effects on Strategic Decision Making556 cited
  • 2014Do state and foreign ownership affect investment efficiency? Evidence from privatizations473 cited
  • 2010Stock-Based Compensation and CEO (Dis)Incentives430 cited
  • 2014The Influence of a Firm's Business Strategy on its Tax Aggressiveness430 cited
  • 2012Institutions and Organizational Structure: The Case of State-Owned Corporate Pyramids362 cited
  • 2004Ownership Types and Strategic Groups in an Emerging Economy*330 cited

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  • 2010Dominant CEO, Deviant Strategy, and Extreme Performance: The Moderating Role of a Powerful Board324 cited
  • 2019Top management team demographic‐faultline strength and strategic change: What role does environmental dynamism play?220 cited
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