Ausgabe 4/2017
Special Issue: From Emerging to Emerged: A Decade of Development of Dragon Multinationals
Inhalt (10 Artikel)
Editorial
From LLL to IOL3: Moving dragon multinationals research forward
Jane Lu, Xufei Ma, Lucy Taksa, Yue Wang
Perspectives
Dragon multinationals powered by linkage, leverage and learning: A review and development
John A. Mathews
Linking and leveraging resources for innovation and growth through collaborative value creation: A study of Indian OSPs
Doren Chadee, Revti Raman Sharma, Banjo Roxas
Extending the LLL framework through an institution-based view: Acer as a dragon multinational
Shih-Chang Hung, Yung-Ching Tseng
Internationalization of latecomer firms from emerging economies—The role of resultant and autonomous learning
Pradeep Kanta Ray, Sangeeta Ray, Vikas Kumar
CEO values, stakeholder culture, and stakeholder-based performance
Lu Jiao, Graeme Harrison, Maria Cadiz Dyball, Jinhua Chen
Open Access
Family values and inter-institutional governance of strategic decision making in Indian family firms
Joseph Lampel, Ajay Bhalla, Kavil Ramachandran
When too little or too much hurts: Evidence for a curvilinear relationship between team faultlines and performance
Shuai Chen, Duanxu Wang, Yun Zhou, Ziguang Chen, Daoyou Wu
Are prosocially motivated employees more committed to their organization? The roles of supervisors’ prosocial motivation and perceived corporate social responsibility
Bo Shao, Pablo Cardona, Isabel Ng, Raymond N. C. Trau