The turtle–hare race story revisited: Social capital and resource accumulation for firms from emerging economies

Li, Lei; Lin, Zhiang; Arya, Bindu

doi:10.1007/s10490-007-9068-x

Cited by 30 publications

(23 citation statements)

References 118 publications

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“…Ferrier et al (1999) discussed that the number and speed of competitive actions help market leaders defend their positions against challengers. As such, the old-line MNE is likely to lose the game if it takes a hubristic "hare nap," while the emerging MNE competes more persistently and vigorously (Li, Lin, & Arya 2008b). Resting on its competitive advantages will inevitably make the old-line MNE vulnerable to the competitive actions of the emerging MNE, which unleashes locally sensitive strategies and neutralizes the competitive advantages of the old-line MNE (Chang & Park, 2012;Dawar & Frost, 1999).…”

Section: Propositionmentioning

confidence: 99%

Competing in (and out of) transition economies

et al. 2015

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Transition economies have become a new frontier for multinational enterprises (MNEs). This has introduced a highly dynamic competitive environment for domestic firms operating with such less developed institutions, especially those facing the threat of MNEs with superior capabilities. Drawing on the awareness-motivation-capability framework from the competitive dynamics literature, this paper develops a three-round framework that explores the evolution of the dynamic capabilities of domestic and foreign firms and the related competitive dynamics between them in (and eventually out of) transition economies. While previous research tends to focus on MNEs or domestic firms within transition economies, ours is one of the first efforts that systematically model the competitive interaction between them with a longitudinal perspective.

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Section: Propositionmentioning

confidence: 99%

Competing in (and out of) transition economies

et al. 2015

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“…Social capital is a valuable asset for firms to help manage interfirm relationships and it impacts on the quality of cooperation and resource access (Li et al, 2008). According to Walker et al, (1997: 3 An illustration of the connected caveman graph (Watts, 1999b).…”

Section: Theoretical Basesmentioning

confidence: 99%

How do business groups’ small world networks effect diversification, innovation, and internationalization?

Chen

Jaw

2014

Asia Pac J Manag

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Small world networks which demonstrate better group cohesiveness have attracted much theoretical attention in enhancing performance and creativity in strategic management. Yet, empirical studies of the benefits that can accrue to business groups' strategic or economic outcomes remain scarce in the business group literature. Conceptualizing the business group as an embedded group network, we investigate the previously untested role of a small world group structure on relationships with group (industrial) diversification, core firm innovation and its internationalization. We find all these have positive and significant impacts. Group diversification is also found to mediate the relationship between a small world group structure and a group's degree of internationalization. However, a small world group structure does not directly relate to a group's degree of internationalization. Drawing on embeddedness and social network perspectives, we find general support for the hypotheses that a small world group structure facilitates strategic and economic outcomes for groups and core firms by virtue of efficiencies in resources exchange in a way that extends the literature on business groups.

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“…These two dimensions have been widely adopted in other studies and shown to be highly interrelated instead of mutually exclusive (e.g., Li, Lin, & Arya, 2007;Liao & Welsch, 2005;Tsai & Ghoshal, 1998;Zukin & DiMaggio, 1990). Each of these two dimensions facilitates flows of knowledge and enables entrepreneurs to discover opportunities when facing poor information communications.…”

Section: Social Capitalmentioning

confidence: 99%