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Denis Y. L. Wang

Bio: Denis Y. L. Wang is an academic researcher from The Chinese University of Hong Kong. The author has contributed to research in topics: Emerging markets & Resource dependence theory. The author has an hindex of 8, co-authored 8 publications receiving 3230 citations.

Papers
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Journal ArticleDOI
TL;DR: In this article, the authors argue that an institution-based view of international business strategy has emerged and is positioned as one leg that helps sustain the "strategy tripod" (the other two legs consisting of the industry- and resource-based views).
Abstract: Leveraging the recent research interest in emerging economies, this Perspective paper argues that an institution-based view of international business (IB) strategy has emerged. It is positioned as one leg that helps sustain the “strategy tripod” (the other two legs consisting of the industry- and resource-based views). We then review four diverse areas of substantive research: (1) antidumping as entry barriers; (2) competing in and out of India; (3) growing the firm in China; and (4) governing the corporation in emerging economies. Overall, we argue that an institution-based view of IB strategy, in combination with industry- and resource-based views, will not only help sustain a strategy tripod, but also shed significant light on the most fundamental questions confronting IB, such as “What drives firm strategy and performance in IB?”

2,675 citations

Journal ArticleDOI
TL;DR: The authors argue that, in addition to product relatedness, a focus on institutional relatedness helps answer the question of "What determines the scope of the firm?" and propose an institution-based theory of corporate diversification.
Abstract: “What determines the scope of the firm?” is one of the most fundamental questions in strategic management. We argue that, in addition to product relatedness, a focus on institutional relatedness—defined as an organization's informal linkages with dominant institutions that confer resources and legitimacy—helps answer this question. We address this question both longitudinally (firms in developed and emerging economies over time) and cross-sectionally (developed versus emerging economies), thus contributing to an institution-based theory of corporate diversification.

324 citations

Journal ArticleDOI
TL;DR: Li et al. as mentioned in this paper examined publications in top-tier, academic journals during the period of 1978-1997 to identify leading individual and institutional contributors to this literature, highlighting key findings and pointing out future directions.

200 citations

Journal ArticleDOI
TL;DR: This paper examined the effects of mood on the behavior of traders or decision makers in financial markets and found that traders in a good mood had an inferior trading performance (losing money) compared to those in a neutral or bad mood (making profit).

142 citations

Journal ArticleDOI
TL;DR: In this paper, the authors present preliminary data on the pattern of interlocking directorates among the top 200 largest corporations in pre-1997 Hong Kong, and suggest propositions based on the resource dependence perspective on the critical relationships among their interlocking directorsates, firm strategies, and performance.
Abstract: Filling a gap in the interlocks literature which has been largely centered on the West, we present preliminary data on the pattern of interlocking directorates among the top 200 largest corporations in pre-1997 Hong Kong. Then we identify four separate groups of firms in Hong Kong, and suggest propositions based on the resource dependence perspective on the critical relationships among their interlocking directorates, firm strategies, and performance. These propositions have the potential to form the building block of an emerging research agenda that will shed light on the role of interlocking directorates in an increasingly important part of the world.

94 citations


Cited by
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Journal ArticleDOI
TL;DR: In this article, the authors argue that an institution-based view of international business strategy has emerged and is positioned as one leg that helps sustain the "strategy tripod" (the other two legs consisting of the industry- and resource-based views).
Abstract: Leveraging the recent research interest in emerging economies, this Perspective paper argues that an institution-based view of international business (IB) strategy has emerged. It is positioned as one leg that helps sustain the “strategy tripod” (the other two legs consisting of the industry- and resource-based views). We then review four diverse areas of substantive research: (1) antidumping as entry barriers; (2) competing in and out of India; (3) growing the firm in China; and (4) governing the corporation in emerging economies. Overall, we argue that an institution-based view of IB strategy, in combination with industry- and resource-based views, will not only help sustain a strategy tripod, but also shed significant light on the most fundamental questions confronting IB, such as “What drives firm strategy and performance in IB?”

2,675 citations

Journal ArticleDOI
TL;DR: In this article, a two-phase model of institutional transitions is developed, focusing on the longitudinal process to move from a relationship-based, personalized transaction structure calling for a network-centered strategy to a rule-based impersonal exchange regime suggesting a market-centric strategy.
Abstract: How do organizations make strategic choices during the time of fundamental institutional transitions such as those sweeping numerous emerging economies? To answer this question, a two-phase model of institutional transitions is developed in this article. I focus on the longitudinal process to move from a relationship-based, personalized transaction structure calling for a network-centered strategy to a rule-based, impersonal exchange regime suggesting a market-centered strategy. I then identify the points of inflection; predict strategic choices for incumbent, entrepreneurial, and foreign firms; and delineate their performance implications.

2,542 citations

Journal ArticleDOI
TL;DR: Wang et al. as mentioned in this paper demonstrate that managers' micro interpersonal ties with top executives at other firms and with government officials help improve macro organizational performance using survey data from China and demonstrate that managerial ties are necessary but insufficient for good performance; traditional strategy variables also drive performance.
Abstract: Using survey data from China, we demonstrate that managers' micro interpersonal ties with top executives at other firms and with government officials help improve macro organizational performance This micro-macro link differs among firms with different (1) ownership types, (2) business sectors, (3) sizes, and (4) industry growth rates In addition, managerial ties were found to be necessary but insufficient for good performance; a number of traditional strategy variables also drive performance Theoretically, the findings point to the importance of the social context in which managerial ties are embedded Empirically, this study provides the first set of quantitative data demonstrating both the extent and limits to which managerial ties are beneficial in a transition economy

2,465 citations

01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

2,134 citations

Posted Content
TL;DR: A review and introduction to the Special Issue on Strategy Research in Emerging Economies as mentioned in this paper considers the nature of theoretical contributions thus far on strategy in emerging economies and classify the research through four strategic options: (1) firms from developed economies entering emerging economies; (2) domestic firms competing within emerging economies, (3), firms from emerging economies entering other emerging economies.
Abstract: This review and introduction to the Special Issue on 'Strategy Research in Emerging Economies' considers the nature of theoretical contributions thus far on strategy in emerging economies. We classify the research through four strategic options: (1) firms from developed economies entering emerging economies; (2) domestic firms competing within emerging economies; (3) firms from emerging economies entering other emerging economies; and (4) firms from emerging economies entering developed economies. Among the four perspectives examined (institutional theory, transaction cost theory, resource-based theory, and agency theory), the most dominant seems to be institutional theory. Most existing studies that make a contribution blend institutional theory with one of the other three perspectives, including seven out of the eight papers included in this Special Issue. We suggest a future research agenda based around the four strategies and four theoretical perspectives. Given the relative emphasis of research so far on the first and second strategic options, we believe that there is growing scope for research that addresses the third and fourth.

1,670 citations