2017
DOI: 10.12987/9780300152722
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The Run of the Red Queen

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Cited by 9 publications
(8 citation statements)
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“…The Red Queen effect has been used to explain many different behaviours from biology to military fields [27], but it is mainly related to evolution and economy. In evolutionary biology, this effect refers to a continuous development process based on species survival efforts [28][29][30][31], while from an economic perspective, it relates to competitive actions and moves among competitors [32][33][34].…”
Section: The Red Queen Effect In Sportsmentioning
confidence: 99%
“…The Red Queen effect has been used to explain many different behaviours from biology to military fields [27], but it is mainly related to evolution and economy. In evolutionary biology, this effect refers to a continuous development process based on species survival efforts [28][29][30][31], while from an economic perspective, it relates to competitive actions and moves among competitors [32][33][34].…”
Section: The Red Queen Effect In Sportsmentioning
confidence: 99%
“…40 To the extent that large firms have become increasingly dominant in the process of industrial and technological development, this has been more spontaneous than state-orchestrated. 41 Furthermore, Shenzhen has industrialized rapidly without deliberate industry policies; broad-based development strategies have promoted the growth of manufacturing activities across diverse sectors and enterprises. 42 In recent years, economic policymakers have intensified their efforts to enhance local innovative capabilities through more targeted support.…”
Section: Shenzhen: Heterarchical Regimes and Strong Associational Rolesmentioning
confidence: 99%
“…The local government has supported all firms, regardless of their size or ownership type, as long as they are viewed as developing innovative potential and yielding growth benefits. 44 These characteristics have rendered the state policy regime of Shenzhen more inclusionary, horizontal, and heterarchical than that of Shanghai. Note: See Appendix (Table A2) for the items that operationalize the involvement constructs and the Cronbach's α reliabilities for each construct.…”
Section: Shenzhen: Heterarchical Regimes and Strong Associational Rolesmentioning
confidence: 99%
“…Even when managers are sufficiently qualified, without profit‐sharing schemes or similar executive rewards systems, they lack clear incentives to pursue innovation diligently (Zhou et al, 2017). Consequently, SOEs' managers tend to be risk‐averse and avoid responsibility by sticking to undervalued innovation projects approved and endorsed by the State Planning Committee (Fritsch & Werker, 1999) or prioritizing investments in low‐risk, short‐term, quick‐return projects using proven “indigenous” technologies rather than long‐term value‐adding radical innovation (Breznitz & Murphree, 2011; Gambardella et al, 2015).…”
Section: Theory and Hypothesesmentioning
confidence: 99%