It is generally understood that firm strategy is linked to both internal firm resources and external, competitive industry forces. More recently, studies have suggested that firm strategy is also influenced by the formal and informal institutions of the institutional environment. Culture and...

Managers have found strategic alliances to be useful in entering international markets. Nonetheless, recent history suggests that international strategic alliances have a high likelihood of failure. To decrease this probability, managers must prepare their firm to collaborate. This requires...

Firms are legitimized by their environments if they survive and prosper. But firms can also proactively build legitimacy to enhance their long-term growth prospects. This is vital for private firms based on emerging economies given the weak protection for private property. This article examines...

Venture capital in East Asia has played a significant economic role in the region's development and is expected to play an even more significant role in the future. However, our understanding of the industry remains very limited. It is known that institutions present in East Asia shape the...

During the early 1990s, massive amounts of investment from around the world in the form of both debt and equity poured into East Asia. However, beginning in the middle part of this decade a decline in the macro economies of this region placed many firms into decline. The macro economies of the...