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dc.contributor.authorLuo, Yadong
dc.contributor.authorZhao, H.
dc.date.accessioned2017-03-15T22:17:28Z
dc.date.available2017-03-15T22:17:28Z
dc.date.created2017-02-26T19:31:44Z
dc.date.issued2013
dc.identifier.citationLuo, Y. and Zhao, H. 2013. Doing Business in a Transitional Society: Economic Environment and Relational Political Strategy for Multinationals. Business & Society. 52 (3): pp. 515-549.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/50130
dc.identifier.doi10.1177/0007650309338365
dc.description.abstract

This article addresses how foreign subsidiaries formulate their relational political strategy by responding to the unique parameters of the economic and institutional environment in an emerging market in an attempt to improve their performance. To this end, the authors have developed a model that assesses economic environment antecedents characterizing an emerging market (regulatory distance, industry accessibility, environmental uncertainty, and economic development) as well as the performance consequence of the subsidiaries' relational political strategy. A possible moderating effect of the firm's reputation in the host country and length of operations on the relationship between political strategy and local performance is also examined in the model. Our analysis of primary and secondary data concerning 358 foreign-invested enterprises in China generally supports this model.

dc.publisherSage Publications
dc.titleDoing Business in a Transitional Society: Economic Environment and Relational Political Strategy for Multinationals
dc.typeJournal Article
dcterms.source.volume52
dcterms.source.number3
dcterms.source.startPage515
dcterms.source.endPage549
dcterms.source.issn0007-6503
dcterms.source.titleBusiness & Society
curtin.departmentSchool of Management
curtin.accessStatusFulltext not available


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