多理论视角的新兴经济企业战略与行为研究最新进展
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外国经济与管理 2014 年 第 36 卷第 07 期, 页码：72 - 80
摘要
参考文献
摘要
新兴经济企业已经成为全球经济发展的重要推动力之一。Hoskisson等(2000)里程碑式的文章表明,新兴经济企业战略研究已成为战略管理研究的重要分支。本文在明确新兴经济概念和环境特征的基础上,总结了制度理论、交易成本经济学和资源观等三个不同视角下新兴经济企业战略与行为研究的最新进展,对不同理论视角下的研究进行了比较,并以此为基础指出了未来具有潜力的研究方向。
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[40]Tan J and Tan D.Environment-strategy co-evolution and co-alignment:A staged model of Chinese SOEs under transition[J].Strategic Management Journal,2005,26(2):141-157.
[41]Tsui A S.Contributing to global management knowledge:A case for high quality indigenous research[J].Asia Pacific Journal of Management,2004,21(4):491-513.
[42]Wang G,et al.Managerial ties and firm performance in an emerging economy:Tests of the mediating and moderating effects[J].Asia Pacific Journal of Management,2013,30(2):537-559.
[43]White S.Competition,capabilities,and the make,buy,or ally decisions of chinese state-owned firms[J].The Academy of Management Journal,2000,43(3):324-341.
[44]Wright,et al.Strategy research in emerging economies:Challenging the conventional wisdom[J].Journal of Management Studies,2005,42(1):1-33.
[45]Yamakawa,et al.What drives new ventures to internationalize from emerging to developed economies?[J].Entrepreneurship Theory and Practice,2008,32(1):59-82.
[46]Yiu,et al.Understanding business group performance in an emerging economy:Acquiring resources and capabilities in order to prosper[J].Journal of Management Studies,2005,42(1):183-206.
[47]Young,et al.What do firms from transition economies want from their strategic alliance partners?[J].Business Horizons,2010,54(2):163-174.
[48]江诗松,龚丽敏,魏江.转型经济背景下后发企业的能力追赶:一个共演模型[J].管理世界,2011a,(4).
[49]江诗松,龚丽敏,魏江.转型经济中后发企业创新能力的追赶路径:国有企业和民营企业的双城故事[J].管理世界,2011b,(12).
[2]Ahlstrom D,et al.Deceptive managerial practices in China:Strategies for foreign firms[J].Business Horizons,2002,45(6):49-59.
[3]Arnold D J and Quelch J A.New strategies in emerging markets[J].Sloan management review,1998,40(1):7-20.
[4]Chacar A and Vissa B.Are emerging economies less efficient?Performance persistence and the impact of business group affiliation[J].Strategic Management Journal,2005,26(10):933-946.
[5]Chari M D R and David P.Sustaining superior performance in an emerging economy:An empirical test in the Indian context[J].Strategic Management Journal,2012,33(2):217-229.
[6]Child J and Tsai T.The dynamic between firms’environmental strategies and institutional constraints in emerging economies:Evidence from China and Taiwan[J].Journal of Management Studies,2005,42(1):95-125.
[7]Chittoor,et al.Third-world copycats to emerging multinationals:Institutional changes and organizational transformation in the Indian pharmaceutical industry[J].Organization Science,2009,20(1):187-205.
[8]Choi C J,et al.A note on countertrade:Contractual uncertainty and transaction governance in emerging economies[J].Journal of International Business Studies,1999,30(1):189-201.
[9]Chung C C and Beamish P W.The impact of institutional reforms on characteristics and survival of foreign subsidiaries in emerging economies[J].Journal of Management Studies,2005,42(1):35-62.
[10]Cuervo-cazurra A and Genc M.Transforming disadvantages into advantages:Developing-country MNEs in the least developed countries[J].Journal of International Business Studies,2008,39(6):957-979.
[11]Dieleman M and Sachs W M.Coevolution of institutions and corporations in emerging economies:How the Salim Group morphed into an institution of Suharto’s crony regime[J].Journal of Management Studies,2008,45(7):1274-1300.
[12]Filatotchev,et al.FDI by firms from newly industrialised economies in emerging markets:Corporate governance,entry mode and location[J].Journal of International Business Studies,2007,38(4):556-572.
[13]Gao G Y,et al.A"strategy tripod"perspective on export behaviors:Evidence from domestic and foreign firms based in an emerging economy[J].Journal of International Business Studies,2010,41(3):377-396.
[14]Gaur A S,et al.Institutions,resources,and internationalization of emerging economy firms[J].Journal of World Business,2014,49(1):12-20.
[15]Guillén M F.Business groups in emerging economies:A resource-based view[J].The Academy of Management Journal,2000,43(3):362-380.
[16]Hitt M A,et al.Partner selection in emerging and developed market contexts:Resource-based and organizational learning perspectives[J].The Academy of Management Journal,2000,43(3):449-467.
[17]Hoskisson R E,et al.Strategy in emerging economies[J].The Academy of Management Journal,2000,43(3):249-267.
[18]Hoskisson R E,et al.The multidivisional structure:Organizational fossil or source of value?[J].Journal of Management,1993,19(2):269-298.
[19]Immelt J R,et al.How GE is disrupting itself[J].Harvard Business Review,2009,87(10):56-65.
[20]Khanna T and Palepu K.The future of business groups in emerging markets:Long-run evidence from Chile[J].Academy of Management Journal,2000,43(3):268-285.
[21]Kim L.Imitation to innovation:The dynamics of Korea’s technological learning[M]:Harvard Business Press,1997.
[22]Kogut B.Joint ventures:Theoretical and empirical perspectives[J].Strategic Management Journal,1988,9(4):319-332.
[23]Leonard-Barton D.Core capabilities and core rigidities:A paradox in managing new product development[J].Strategic Manage-ment Journal,1992,13(S1):111-125.
[24]Li F and Ding D Z.Internationalization of emerging economy firms:The dual effects of the institutional environment[J].Academy of Management Proceedings,2013,(1).
[25]Li L,et al.The turtle-hare race story revisited:Social capital and resource accumulation for firms from emerging economies[J].Asia Pacific Journal of Management,2008,25(2):251-275.
[26]Li M H,et al.Varieties in state capitalism:Outward FDI strategies of central and local state-owned enterprises from emerging economy countries[J].Journal of International Business Studies,2014,45(4).
[27]Li P P.Towards a geocentric framework of organizational form:A holistic,dynamic and paradoxical approach[J].Organization Studies,1998,19(5):829.
[28]Luo Y.Determinants of entry in an emerging economy:A multilevel approach[J].Journal of Management Studies,2001,38(3):443-472.
[29]Luo Y.Are joint venture partners more opportunistic in a more volatile environment?[J].Strategic Management Journal,2007,28(1):39-60.
[30]Luo Y and Han B J.Graft and business in emerging economies:An ecological perspective[J].Journal of World Business,2009a,44(3):225-237.
[31]Luo Y and Rui H.An ambidexterity perspective toward multinational enterprises from emerging economies[J].Academy of Management Perspectives,2009b,23(4):49-70.
[32]Luo Y,Sun J Y and Wang S L.Emerging economy copycats:Capability,environment,and strategy[J].Academy of Management Perspectives,2011,25(2):37-56.
[33]Makhija M V.The value of restructuring in emerging economies:The case of the Czech Republic[J].Strategic Management Journal,2004,25(3):243-267.
[34]Mathews J A.Dragon multinationals:New players in 21st century globalization[J].Asia Pacific Journal of Management,2006,23(1):5-27.
[35]Meschi P X.Government corruption and foreign stakes in international joint ventures in emerging economies[J].Asia Pacific Journal of Management,2009,26(2):241-261.
[36]Peng M W and Heath P S.The growth of the firm in planned economies in transition:Institutions,organizations,and strategic choice[J].Academy of Management Review,1996:492-528.
[37]Prahalad C K and Hamel G.The core competence of the corporation[J].Harvard Business Review,1990,68(3):79-91.
[38]Santangelo G D and Meyer K E.Extending the internationalization process model:Increases and decreases of MNE commitment in emerging economies[J].Journal of International Business Studies,2011,42(7):894-909.
[39]Siegel J.Is there a better commitment mechanism than cross-listings for emerging-economy firms?Evidence from Mexico[J].Journal of International Business Studies,2009,40(7):1171-1191.
[40]Tan J and Tan D.Environment-strategy co-evolution and co-alignment:A staged model of Chinese SOEs under transition[J].Strategic Management Journal,2005,26(2):141-157.
[41]Tsui A S.Contributing to global management knowledge:A case for high quality indigenous research[J].Asia Pacific Journal of Management,2004,21(4):491-513.
[42]Wang G,et al.Managerial ties and firm performance in an emerging economy:Tests of the mediating and moderating effects[J].Asia Pacific Journal of Management,2013,30(2):537-559.
[43]White S.Competition,capabilities,and the make,buy,or ally decisions of chinese state-owned firms[J].The Academy of Management Journal,2000,43(3):324-341.
[44]Wright,et al.Strategy research in emerging economies:Challenging the conventional wisdom[J].Journal of Management Studies,2005,42(1):1-33.
[45]Yamakawa,et al.What drives new ventures to internationalize from emerging to developed economies?[J].Entrepreneurship Theory and Practice,2008,32(1):59-82.
[46]Yiu,et al.Understanding business group performance in an emerging economy:Acquiring resources and capabilities in order to prosper[J].Journal of Management Studies,2005,42(1):183-206.
[47]Young,et al.What do firms from transition economies want from their strategic alliance partners?[J].Business Horizons,2010,54(2):163-174.
[48]江诗松,龚丽敏,魏江.转型经济背景下后发企业的能力追赶:一个共演模型[J].管理世界,2011a,(4).
[49]江诗松,龚丽敏,魏江.转型经济中后发企业创新能力的追赶路径:国有企业和民营企业的双城故事[J].管理世界,2011b,(12).
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龚丽敏, 江诗松. 多理论视角的新兴经济企业战略与行为研究最新进展[J]. 外国经济与管理, 2014, 36(7): 72–80.
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