Developing theory from strategic management research in China

Abstract

Theory development, Strategic management research, China,

Market–political ambidexterity during institutional transitions

“…For example, in China, while market competition becomes more intense, firms have to pay more attention on market environment change when they make strategic decisions (Sheng et al, 2011). Meanwhile, heavy government involvement is still common (Li and Peng, 2008). Thus, firms in emerging economies such as China have to face the high uncertainties that often come from both imperfect market mechanisms and powerful but unstable governments (Peng, 2003;Wright et al, 2005).…”

The International Entry Choices of Italian SMEs in Emerging Markets: a Case-based Analysis

“…Looking particularly at emerging markets, they are described as countries that are restructuring their economy, trying to direct it to the market and offer significant investment opportunities, even in terms of technology transfer (Li & Peng 2008). In some of them, however, governments have limited restrictions on foreign direct investment, having reformed the banking sector, reduced bureaucracy, accelerated privatization programs and made many other changes that have affected both the market and the operational strategies of multinational enterprises (Demirbag et al 2007).…”

Strategic management in private and family businesses

“…Studies of strategic management in Asian societies have enriched the strategy literature by acknowledging the importance of contextual factors to strategy research (Li & Peng, 2008;Lu, Tsang, & Peng, 2008). As Xu and Meyer (2013) note, strategy research in emerging economies, including Asia Pacific regions, have encountered four main challenges in terms of (1) less efficient markets, (2) dominance of governments as both rule makers and players in economic activities, (3) preference for network-based behaviors, and (4) high risk and uncertainty caused by high volatility of key economic, political, and institutional variables.…”

“…Compared with earlier studies of organizations by identifying the importance of institutions in the formation of organizational structure and business practices (Orrù, Biggart, & Hamilton, 1997;Whitley, 1990), recent research has further advanced the strategy literature through the examination of how contextual factors and institutional variables shape and influence firm strategy making and execution (Au, 2007;Chu, 2011;Filatotchev, Zhang, & Piesse, 2011;Huang, Chen, & Kao, 2012;Li & Peng, 2008;Lu et al, 2008;Peng, Bhagat, & Chang, 2010;Xu & Meyer, 2013;Yang & Terjesen, 2007).…”

“…The recognition that rationality is contextually dependent-or "contextual rationality" (Townley, 2008)-helps researchers incorporate contextual factors into their research design, data collection, and analysis. The distinctive characteristics of Asian Pacific regions as contexts are their long traditions of the state authoritative structures, late comer status in industrialization, diversity of religious beliefs, varieties of political systems, and a mix of transition versus emerging economies (Au, 2007;Carney, Gedajlovic, & Yang, 2009;Globerman, Peng, & Shapiro, 2011;Li & Peng, 2008;Peng, 2003;Pye, 1985;Whitley, 1990). These contextual factors are assumed to introduce pre-set preferences and constraints on firm strategy formation and execution, especially in private and family businesses.…”