Volume 34, Issue 4

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December 2017

Special Issue: From Emerging to Emerged: A Decade of Development of Dragon Multinationals

Issue Editors:

Jane Lu,
Xufei Ma,
Lucy Taksa,
Yue Wang

10 articles in this issue

From LLL to IOL³: Moving dragon multinationals research forward
Jane Lu
Xufei Ma
Yue Wang
Editorial 06 November 2017 Pages: 757 - 768
Dragon multinationals powered by linkage, leverage and learning: A review and development
John A. Mathews
Perspectives 10 November 2017 Pages: 769 - 775
Linking and leveraging resources for innovation and growth through collaborative value creation: A study of Indian OSPs
Doren Chadee
Revti Raman Sharma
Banjo Roxas
OriginalPaper 10 September 2016 Pages: 777 - 797
Extending the LLL framework through an institution-based view: Acer as a dragon multinational
Shih-Chang Hung
Yung-Ching Tseng
OriginalPaper 09 December 2016 Pages: 799 - 821
Learning breakdown in latecomer multinational enterprises
Xiaowen Tian
OriginalPaper 09 March 2017 Pages: 823 - 850
Internationalization of latecomer firms from emerging economies—The role of resultant and autonomous learning
Pradeep Kanta Ray
Sangeeta Ray
Vikas Kumar
OriginalPaper 20 July 2017 Pages: 851 - 873
CEO values, stakeholder culture, and stakeholder-based performance
Lu Jiao
Graeme Harrison
Jinhua Chen
OriginalPaper 06 March 2017 Pages: 875 - 899
Family values and inter-institutional governance of strategic decision making in Indian family firms
Joseph Lampel
Ajay Bhalla
Kavil Ramachandran
OriginalPaper Open access 30 March 2017 Pages: 901 - 930
When too little or too much hurts: Evidence for a curvilinear relationship between team faultlines and performance
Shuai Chen
Duanxu Wang
Daoyou Wu
OriginalPaper 27 April 2017 Pages: 931 - 950
Are prosocially motivated employees more committed to their organization? The roles of supervisors’ prosocial motivation and perceived corporate social responsibility
Bo Shao
Pablo Cardona
Raymond N. C. Trau
OriginalPaper 25 March 2017 Pages: 951 - 974

Volume 34, Issue 4

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