3Epstein, E.. The Corporation in American Politics: Prentice- Hall Englewood Cliffs, NJ, 1969.
4Baron, D. P.. Integrated Strategy: Market and Nonmarket Com- ponents. California Management Review, 1995, 37(2): 47-65.
5Yoffie, D. B., Bergenstein, S.. Creating Political Advantage: The Rise of the Corporate Political Entrepreneur. California Management Review, 1985, 28(1): 124-139.
6Hillman, A. J., Hitt, M. A.. Corporate Political Strategy Formu- lation: A model of Approach, Participation, and Strategy Deci- sions. Academy of Management Review, 1999, 24(4): 825-842.
7Hillman, A. J.. Determinants of Political Strategies in U.S. Multinationals. Business Society, 2003, 42(4): 455-484.
8Wright, M., Filatotchev, I., Hoskisson, R. E., Peng, M. W.. Strategy Research in Emerging Economies: Challenging the Conventional Wisdom-Introduction. Journal of Management Studies, 2005, 42(1): 1-33.
9Li, Y., Peng, M. W.. Developing Theory From Strategic Man-agement Research in China. Asia Pacific Journal of Manage- ment, 2008, 25(3): 563-572.
10Peng, M. W., Luo, Y. D.. Managerial Ties and Firm Perfor- mance in a Transition Economy: The Nature of a Micro-macro Link. Academy of Management Journal, 2000, 43(3): 486-501.