Mike W. Peng

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).

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.

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.

TL;DR: In this paper, the authors present a model of the growth strategy of the firm in planned economies in transition such as Eastern Europe, the former Soviet republics, and China, focusing on the stylized state-owned enterprises.

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.