Michael_A._Hitt,_R._Duane_Ireland,_Robert_E._Hosk

(Kiana) #1

342 Part 3: Strategic Actions: Strategy Implementation



  1. B. M. Galvin, D. Lange, & B. E. Ashforth,
    2015, Narcissistic organizational
    identification: Seeing oneself as central
    to the organization’s identity, Academy of
    Management Review, 40: 163–181.

  2. E. Schiehll, C. Ahmadjian, & I. Filatotchev,
    2014, National governance bundles
    perspective: Understanding the diversity
    of corporate governance practices at
    the firm and country levels, Corporate
    Governance: An International Review, 22:
    179–184; A. Rasheed & T. Yoshikawa, 2012,
    The convergence of corporate governance:
    Promise and prospects, Basingstoke:
    Palgrave Macmillan; I. Haxhi & H. Ees, 2010,
    Explaining diversity in the worldwide
    diffusion of codes of good governance,
    Journal of International Business Studies, 41:
    710–726.

  3. M. P. Leitterstorf & S. B. Rau, 2014,
    Socioemotional wealth and IPO
    underpricing of family firms, Strategic
    Management Journal, 35: 751–760;
    P. C. Patel & J. J. Chrisman, 2014,
    Risk abatement as a strategy for R&D
    investments in family firms, Strategic
    Management Journal, 35: 617–627.

  4. A. Haller, 2013, German corporate
    governance in international and European
    context, International Journal of Accounting,
    48: 420–423; P. Witt, 2004, The competition
    of international corporate governance
    systems—a German perspective,
    Management International Review, 44:
    309–333; A. Tuschke & W. G. Sanders,
    2003, Antecedents and consequences of
    corporate governance reform: The case of
    Germany, Strategic Management Journal,
    24: 631–649.

  5. Tuschke, Sanders, & Hernandez, Whose
    experience matters in the boardroom?;
    D. Hillier, J. Pinadado, V. de Queiroz, &
    C. de la Torre, 2010, The impact of country-
    level corporate governance on research
    and development, Journal of International
    Business Studies, 42: 76–98.

  6. Tuschke, Sanders, & Hernandez, Whose
    experience matters in the boardroom?

  7. T. Duc Hung, 2014, Multiple corporate
    governance attributes and the cost of
    capital—Evidence from Germany, British
    Accounting Review, 46: 179–197;
    J. T. Addison & C. Schnabel, 2011, Worker
    directors: A German product that did not
    export? Industrial Relations: A Journal of
    Economy and Society, 50: 354–374; P. C. Fiss &
    E. J. Zajac, 2004, The diffusion of ideas over
    contested terrain: The (non)adoption of
    a shareholder value orientation among
    German firms, Administrative Science
    Quarterly, 49: 501–534.

  8. M. Roth, 2013, Independent directors,
    shareholder empowerment and long-
    termism: The transatlantic perspective,
    Fordham Journal of Corporate & Financial
    Law, 18: 751–820; A. Chizema, 2010, Early
    and late adoption of American-style
    executive pay in Germany: Governance


and institutions, Journal of World Business,
45: 9–18; W. G. Sanders & A. C. Tuschke,
2007, The adoption of the institutionally
contested organizational practices: The
emergence of stock option pay in Germany,
Academy of Management Journal, 50: 33–56.


  1. J. P. O’Brien & P. David, 2014, Reciprocity
    and R&D search: Applying the behavioral
    theory of the firm to a communitarian
    context, Strategic Management Journal, 35:
    550–565.

  2. N. Kosaku, 2014, Japan seeks to lure
    investors with improved corporate
    governance, Wall Street Journal, http://www.wsj.
    com, June 28.

  3. S. Varma, R. Awasthy, K. Narain, & R. Nayyar,
    2015, Cultural determinants of alliance
    management capability—an analysis
    of Japanese MNCs in India, Asia Pacific
    Business Review, 21: 424–448; D. R. Adhikari
    & K. Hirasawa, 2010, Emerging scenarios
    of Japanese corporate management, Asia-
    Pacific Journal of Business Administration, 2:
    114–132; M. A. Hitt, H. Lee, & E. Yucel, 2002,
    The importance of social capital to the
    management of multinational enterprises:
    Relational networks among Asian and
    Western firms, Asia Pacific Journal of
    Management, 19: 353–372.

  4. T. Yeh, 2014, Large shareholders,
    shareholder proposals, and firm
    performance: Evidence from Japan,
    Corporate Governance: An International
    Review, 22: 312–329; W. P. Wan, D. W. Yiu,
    R. E. Hoskisson, & H. Kim, 2008, The
    performance implications of relationship
    banking during macroeconomic expansion
    and contraction: A study of Japanese
    banks’ social relationships and overseas
    expansion, Journal of International Business
    Studies, 39: 406–427.

  5. H. Aslan & P. Kumar, P. 2014, National
    governance bundles and corporate
    agency costs: A cross-country analysis,
    Corporate Governance: An International
    Review, 22: 230–251; P. M. Lee & H. M. O’Neill,
    2003, Ownership structures and R&D
    investments of U.S. and Japanese firms:
    Agency and stewardship perspectives,
    Academy of Management Journal, 46:
    212–225.

  6. H. Sakawa, M. Ubukata, & N. Watanabel,
    2014, Market liquidity and bank-dominated
    corporate governance: Evidence from
    Japan, International Review of Economics &
    Finance, 31: 1–11; X. Wu & J. Yao, 2012,
    Understanding the rise and decline of the
    Japanese main bank system: The changing
    effects of bank rent extraction, Journal of
    Banking & Finance, 36: 36–50.

  7. K. Harrigan, 2014, Comparing corporate
    governance practices and exit decisions
    between US and Japanese firms, Journal of
    Management & Governance, 18: 975–988; K.
    Kubo & T. Saito, 2012, The effect of mergers
    on employment and wages: Evidence
    from Japan, Journal of the Japanese and
    International Economics, 26: 263–284;


N. Isagawa, 2007, A theory of unwinding
of cross-shareholding under managerial
entrenchment, Journal of Financial Research,
30: 163–179.


  1. D. G. Litt, 2015, Japan’s new corporate
    governance code: Outside directors
    find a role under ‘Abenomics,’ Corporate
    Governance Advisor, 23: 19–23.

  2. F. Jiang & K. A. Kim, 2015, Corporate
    governance in China: A modern
    perspective, Journal of Corporate Finance,
    32: 190–216; J. Yang, J. Chi, & M. Young, 2011,
    A review of corporate governance in China,
    Asian-Pacific Economic Literature, 25: 15–28.

  3. R. Morck & B. Yeung, 2014, Corporate
    governance in China, Journal of Applied
    Corporate Finance, 26: 20–41; H. Berkman,
    R. A. Cole, & L. J. Fu, 2010, Political
    connections and minority-shareholder
    protection: Evidence from securities-
    market regulation in China, Journal of
    Financial and Quantitative Analysis, 45:
    1391–1417; S. R. Miller, D. Li, E. Eden, &
    M. A. Hitt, 2008, Insider trading and
    the valuation of international strategic
    alliances in emerging stock markets,
    Journal of International Business Studies, 39:
    102–117.

  4. X. Yu, P. Zhang, & Y. Zheng, 2015, Corporate
    governance, political connections, and
    intra-industry effects: Evidence from
    corporate scandals in China, Financial
    Management, 44: 49–80; W. A. Li & D. T. Yan,
    2013, Transition from administrative to
    economic model of corporate governance,
    Nankai Business Review International, 4: 4–8.

  5. T. M. Rooker, 2015, Corporate governance
    or governance by corporates? Testing
    governmentality in the context of China’s
    national oil and petrochemical business
    groups, Asia Pacific Business Review, 21:
    60–76; J. Chi, Q. Sun, & M. Young, 2011,
    Performance and characteristics of
    acquiring firms in the Chinese stock
    markets, Emerging Markets Review, 12:
    152–170; Y.-L. Cheung, P. Jiang,
    P. Limpaphayom, & T. Lu, 2010, Corporate
    governance in China: A step forward,
    European Financial Management, 16: 94–123.

  6. G. Jiang, P. Rao, & H. Yue, 2015, Tunneling
    through non-operational fund occupancy:
    An investigation based on officially
    identified activities, Journal of Corporate
    Finance, 32: 295–311; J. Li & C. Qian, 2013,
    Principal-principal conflicts under weak
    institutions: A study of corporate takeovers
    in China, Strategic Management Journal,
    34: 498–508; S. Globerman, M. W. Peng, &
    D. M. Shapiro, 2011, Corporate governance
    and Asian companies, Asia Pacific Journal of
    Management, 28: 1–14.

  7. W. M Peng, S. L. Sun, & L. Markóczy, 2015,
    Human capital and CEO compensation
    during institutional transitions, Journal
    of Management Studies, 52: 117–147;
    P. Adithipyangkul, I. Alon, & T. Zhang,
    2011, Executive perks: Compensation and
    corporate performance in China, Asia

Free download pdf