Suchergebnisse

1. o, uo -- 2. a, ea -- 3. ua -- 4. e, ie, ye -- 5. u, y -- 6. ai, oi, eai, uai, uoi -- 7. ei, uei -- 8. I, ui -- 9. ou -- 10. au, eau, iau -- 11. əu, iəu -- 12. om, op, am, ap -- 13. eam, eap, iem, iep -- 14. əm, əp, im, ip -- 15. on, ot, uon, uot -- 16. an, at -- 17. ean, eat, uan, uat -- 18. ien, iet, yan, yet -- 19. ən,ət, un, ut -- 20. in, it, yn, yt -- 21. aŋ, ok, eaŋ, eok -- 22. uaŋ, uok, iaŋ, iok -- 23. eŋ, ek, ueŋ, uak, uek -- 24. ieŋ, iek, yak, yeŋ -- 25. əŋ, ək, uəŋ, uək -- 26. iŋ, ik, yik -- 27. uŋ, uk, oŋ, ouk -- 28. yŋ, yk, ioŋ, iouk. .

The Behavioral Theory of the Firm suggests that performance below aspirations triggers problemistic search that can lead to risk taking. This prediction has received empirical support from most studies on the topic. However, this literature has typically focused on the internal determinants of firm search and risk-taking behavior and given little attention to the influences of social networks in which firms are embedded. To this end, we incorporate the network embeddedness perspective regarding firms' network positions and their roles in firm decision making. We suggest that a firm's search behavior is jointly directed by its performance feedback and network positions. Specifically, network brokerage and centrality play important yet distinct roles in guiding firm search behavior by differentially shaping the direction of problemistic search: high brokerage directs problemistic search to high-risk solutions, whereas high centrality directs problemistic search to low-risk solutions. Our theoretical predictions receive general empirical support based on analyses using longitudinal data from the Chinese venture capital industry. Our approach incorporates the crucial role of network structures into the problemistic search model and works toward building a problemistic search theory of the embedded firm.

To examine the transition from a planned to a market economy in China, this study uses census data from China's National Bureau of Statistics from 1998–2006 to investigate multi-population dynamics across the three main organizational forms in China's domestic sector: state-owned enterprises (SOEs), collectively owned enterprises (COEs), and privately owned enterprises (POEs). We conceptualize economic transition as a community-level change from an old, dominant organizational form (SOE), through a transitional form (COE), to a new form (POE). When the new organizational form conflicts with the prevailing identity codes represented by the old form, the transitional form—which has identity overlap with both the new and old forms—performs the critical tasks of transferring legitimacy to the new form and supporting its survival and proliferation. Our analysis showed that, though the existence of state-owned enterprises increased the exit rate of privately owned enterprises, collectively owned enterprises provided legitimation for privately owned enterprises. Meanwhile, privately owned enterprises crowded out both state-owned enterprises and collectively owned enterprises. We contribute to ecology theory by extending research that typically depicts a two-population scenario. Our framework accommodates cross-effects involving three organizational forms: old, transitional, and new.