Explaining Influence Rents: The Case for an Institutions-Based View of Strategy

Ahuja, Gautam; Yayavaram, Sai

doi:10.2139/ssrn.1699459

Cited by 62 publications

(107 citation statements)

References 90 publications

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“…These two perspectives have been found to be highly insightful when probing into firm strategy and behavior in EE (Ahuja & Yayavaram, 2011;Hoskisson et al, 2013;Kim, Kim, & Hoskisson, 2010;Meyer et al, 2009;Peng et al, 2009;Wright et al, 2005). This article leverages and extends these two perspectives in a new context-cross-listing-with a focus on the product and geographic scope of the firm.…”

Section: Introductionmentioning

confidence: 94%

“…Treating institutions as independent variables, the institution-based view "focuses on the dynamic interaction between institutions and organizations and considers strategic choices as the outcome of such an interaction" (Peng et al, 2009: 66; see also Ahuja & Yayavaram, 2011;Holmes et al, 2012;Kim et al, 2010;Van Essen et al, 2012). As a strategic choice, cross-listing can be viewed as the outcome of such an interaction.…”

Section: An Institution-based View On Cross-listingmentioning

confidence: 99%

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Cross-listing and the scope of the firm

Peng¹,

Su²

2014

Journal of World Business

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Abstract"What determines the scope of the firm?" is one of the most fundamental questions in strategic management and international business. Yet no previous research has investigated the relationship between the scope of the firm and cross-listing-a firm listing its stock on overseas exchanges. We leverage the resource-based and institution-based views with a focus on cross-listed firms from emerging economies. We predict that cross-listing may result in a narrower product scope in the short run, a wider product scope in the long run, an expanded geographic scope overall, and a higher propensity to engage in mergers and acquisitions in the host country.

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Section: Introductionmentioning

confidence: 94%

Section: An Institution-based View On Cross-listingmentioning

confidence: 99%

Cross-listing and the scope of the firm

Peng¹,

Su²

2014

Journal of World Business

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“…Second, by addressing and leveraging a specific episode of history, this article also enriches the institution-based view (Ahuja & Yayavaram, 2011;Meyer & Peng, 2016;Peng et al, 2008Peng et al, , 2009). Our historical excursion identifies the distinction and similarities in the course of events across time and location (Kieser, 1994).…”

Section: Contributionsmentioning

confidence: 99%

“…Authors in the organizational field often take an integrative approach, drawing from various disciplines (Ahuja & Yayavaram, 2011: 1633Peng, 2003: 276;Peng et al, 2009: 64), which is the approach followed here.…”

Section: The Institution-based Viewmentioning

confidence: 99%

History and the Debate Over Intellectual Property

Peng¹,

Ahlström

Carraher³

et al. 2017

Manag. Organ. Rev.

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This article responds to recent calls for organizational research to address larger, more globally relevant questions and to pay attention to history, by analyzing the crucial debate over intellectual property rights (IPR) between the United States and China. Despite the recent US position, the United States has not always been a leading IPR advocate. Rather, it was a leading IPR violator during the nineteenth century. An institution-based view of IPR history suggests that both the US refusal to protect foreign IPR in the nineteenth century and the current Chinese lack of enthusiasm to meet US IPR demands represent rational choices. However, as cost-benefit considerations change institutional transitions are possible. We predict that to the same extent the United States voluntarily agreed to strengthen IPR protection when its economy became sufficiently innovation-driven, China will similarly improve its IPR protection.

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“…Ahuja and Yayavaram, 2011;Garcia-Canal and Guillen, 2008;Hiatt and Sine, 2014;Marquis and Raynard, 2015;Peng, Sun, Pinkham, and Chen, 2009). Scholars have argued that institutions are more than just background conditions (Meyer, Estrin, Bhaumik, and Peng, 2009), and directly influence the strategic actions available to an organization (Ingram and Silverman, 2002).…”

Section: Introductionmentioning

confidence: 99%

Overcoming Institutional Voids: A Reputation-Based View of Long Run Survival

Cheng¹,

Žužul²,

Jones

et al. 2017

SSRN Journal

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Emerging markets are characterized by underdeveloped institutions and frequent environmental shifts. Yet they also contain many firms that have survived over generations. How are firms in weak institutional environments able to persist over time? Motivated by 69 interviews with leaders of emerging market firms with histories spanning generations, we combine induction and deduction to propose reputation as a meta-resource that allows firms to activate their conventional resources. We conceptualize reputation as consisting of prominence, perceived quality, and resilience, and develop a process model that illustrates the mechanisms that allow reputation to facilitate survival in ways that persist over time. Building on research in strategy and business history, we thus shed light on an underappreciated strategic construct (reputation) in an under-theorized setting (emerging markets) over an unusual period (the historical long run).

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Explaining Influence Rents: The Case for an Institutions-Based View of Strategy

Cited by 62 publications

References 90 publications

Cross-listing and the scope of the firm

Cross-listing and the scope of the firm

History and the Debate Over Intellectual Property

Overcoming Institutional Voids: A Reputation-Based View of Long Run Survival

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