Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms

Li, Julie Juan; Poppo, Laura; Zhou, Kevin Zheng

doi:10.1002/smj.665

Cited by 683 publications

(735 citation statements)

References 61 publications

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“…However, the effect of managerial ties on firm performance can be conditional and temporal (Gupta, 2011). Managerial ties are not always advantageous for MNEs in transition economies as they are to DFs (Li, Poppo, & Zhou 2008a). In addition, the effect of managerial ties on performance does not necessarily increase as the level of competition increases (Li, Chen, Liu, & Peng, 2014).…”

Section: Round 1: Attack Of the Mnementioning

confidence: 99%

Competing in (and out of) transition economies

et al. 2015

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Transition economies have become a new frontier for multinational enterprises (MNEs). This has introduced a highly dynamic competitive environment for domestic firms operating with such less developed institutions, especially those facing the threat of MNEs with superior capabilities. Drawing on the awareness-motivation-capability framework from the competitive dynamics literature, this paper develops a three-round framework that explores the evolution of the dynamic capabilities of domestic and foreign firms and the related competitive dynamics between them in (and eventually out of) transition economies. While previous research tends to focus on MNEs or domestic firms within transition economies, ours is one of the first efforts that systematically model the competitive interaction between them with a longitudinal perspective.

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Section: Round 1: Attack Of the Mnementioning

confidence: 99%

Competing in (and out of) transition economies

et al. 2015

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“…Both forms of ties have been documented to impact firm performance in emerging economies such as China (Li, Poppo, & Zhou, 2008;Peng & Luo, 2000), Ghana (Acquaah, 2007), Hungary (Danis, Chiaburu, & Lyles, 2010), Russia (Puffer & McCarthy, 2007), and South Korea (Kwon, 2011). Scholars argue that the more market-supporting institutions are developed, the less need managers may feel about devoting time and resources to cultivate managerial ties (Danis et al, 2010;Peng, 2003;Zhou, Poppo, & Yang, 2008).…”

mentioning

confidence: 99%

Managerial ties, strategic initiatives, and firm performance in Central Asia and the Caucasus

Ismail

Ford

et al. 2012

Asia Pac J Manag

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Managerial ties are an area commanding managers' attention in emerging economies. However, no previous study has drawn on cross-country data to address a crucial question: Are more developed market-supporting institutions associated with less use of managerial ties in emerging economies? Further, to strive for better performance, firms also need to develop market-based strategic initiatives. How do these initiatives impact performance? What role do managerial ties play in the relationship? Addressing these questions, this article extends research on managerial ties in emerging economies to an underexplored region-Central Asia and the Caucasus.

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“…Such results are in contrast with most of the past literature. We contradict to Harrigan (1987 and1988), Li, Poppo and Zhou (2008), Alvarez, Marin and Fonfria (2009) and Jean, Tan, and Sinkovics (2011) as all of these articles report that networking significantly improves firm competitiveness in emerging countries. In a sense, our findings on Turkish textile and apparel firms may relate to the idea that managerial network ties are important for the domestic firms but they become less important when the firm stretches its activities abroad where competition is based on quality and price and networks are non-existent to begin with.…”

Section: Discussionmentioning

confidence: 56%

Determinants of firm competitiveness: case of the Turkish textile and apparel industry

Karabag

Lau

Suvankulov

2013

The Journal of The Textile Institute

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This article explores determinants of competitiveness in the booming Turkish textile and apparel industry. Using focus groups, nationwide survey data and explanatory factor analysis we identify 27 competitiveness items grouped into eight constructs. According to Turkish managers, the competitiveness of textile and apparel firm is heavily determined by the product differentiation, efforts across foreign markets, and availability of government's incentive and support programs. In contrast to existing studies, we find little evidence that firm networking in different forms such as close relationship politicians and state employees, clustering, and participating in the industry associations have a large effect on firm competitiveness.

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Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms

Cited by 683 publications

References 61 publications

Competing in (and out of) transition economies

Competing in (and out of) transition economies

Managerial ties, strategic initiatives, and firm performance in Central Asia and the Caucasus

Determinants of firm competitiveness: case of the Turkish textile and apparel industry

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