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Asia Pacific Journal of Management

Erschienen in:

01.06.2013

Managerial ties, strategic initiatives, and firm performance in Central Asia and the Caucasus

verfasst von: Kiran M. Ismail, David L. Ford Jr., Qingsheng Wu, Mike W. Peng

Erschienen in: Asia Pacific Journal of Management | Ausgabe 2/2013

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Abstract

Managerial ties are an area commanding managers’ attention in emerging economies. However, no previous study has drawn on cross-country data to address a crucial question: Are more developed market-supporting institutions associated with less use of managerial ties in emerging economies? Further, to strive for better performance, firms also need to develop market-based strategic initiatives. How do these initiatives impact performance? What role do managerial ties play in the relationship? Addressing these questions, this article extends research on managerial ties in emerging economies to an underexplored region—Central Asia and the Caucasus.

Vorheriger Artikel The transaction cost economics (TCE) theory of trading favors

Nächster Artikel Favor prevalence in emerging markets: A multi-level analysis

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One of the authors has conducted numerous interviews with managers in Central Asia and the Caucasus and worked with them. Our selection of the measures has been driven in part by such experience of direct interaction with managers.

Accessed at http://econ.worldbank.org.

The selected dimensions corresponded most closely to the perceptual measures of governance included in BEEPS, namely, governmental efficiency, regulatory efficiency, legal system efficiency, and corruption.

One Central Asian country, Turkmenistan, missing due to not being included in the BEEPS survey.

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Titel: Managerial ties, strategic initiatives, and firm performance in Central Asia and the Caucasus
verfasst von: Kiran M. Ismail
David L. Ford Jr.
Qingsheng Wu
Mike W. Peng
Publikationsdatum: 01.06.2013
Verlag: Springer US
Erschienen in: Asia Pacific Journal of Management / Ausgabe 2/2013
Print ISSN: 0217-4561
Elektronische ISSN: 1572-9958
DOI: https://doi.org/10.1007/s10490-012-9322-8

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