M
Michael N. Young
Researcher at Mapúa Institute of Technology
Publications - 131
Citations - 4971
Michael N. Young is an academic researcher from Mapúa Institute of Technology. The author has contributed to research in topics: Computer science & Medicine. The author has an hindex of 22, co-authored 93 publications receiving 4049 citations. Previous affiliations of Michael N. Young include Hong Kong Baptist University & The Chinese University of Hong Kong.
Papers
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Corporate governance in emerging economies: A review of the principal-principal perspective: Review paper
TL;DR: This article reviewed and synthesized recent research from strategy, finance, and economics on principal-principal conflicts with an emphasis on their institutional antecedents and organizational consequences, and provided a foundation upon which future research can continue to build.
Review Paper Corporate Governance in Emerging Economies: A Review of the Principal-Principal Perspective
TL;DR: A review and synthesis of recent research from strategy, finance, and economics on principal-principal conflicts with an emphasis on their institutional antecedents and organizational consequences is presented in this article.
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Cross-border mergers and acquisitions by Chinese listed companies: A principal–principal perspective
Yuanyi Chen,Michael N. Young +1 more
TL;DR: Li et al. as discussed by the authors found that increased government ownership in the acquiring firm will be associated with investors viewing a cross-border merger deal in less favorable terms, and that environmental complexity will moderate this negative relationship.
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The impact of workplace ostracism in service organizations
TL;DR: Zhang et al. as discussed by the authors examined the effects of personal and situational determinants on work engagement and service performance and found that workplace ostracism negatively impacts employee service performance via work engagement.
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Strategy in emerging economies and the theory of the firm
TL;DR: In this paper, the authors examined how EE institutional weakness at the national level translates into competitive disadvantage at the firm level and explained how these strategic choices affect firm boundaries, internal organization, and the nature of competitive advantage for firms in EEs.