3Stijn Claessens,Erik Feijen,Luc Laeven.Political connections and preferential access to finance: The role of campaign contributions[J].Journal of Financial Economics.2007(3)
2Park J,Brorson T. Experiences of and views on third-party assurance of corporate environmental and sustainability reports [J ]. Journal of Cleaner Production, 2005,13(10) : 1095-1106.
4Fan J P H, Wong T J, Zhang T. Politically connected CEOs,corporate governance, and Post-IPO performance of China’snewly partially privatized firms [J]. Journal of FinancialEconomics, 2007(84): 330-357.
5Barney J B. Firm resources and sustained competitive advantage[J]. Journal of Management, 1991(17): 99-120.
6Pfeffer J, Salancik G. The external control of organizations: aresource dependence perspective [M]. New York: Harper andRow, 1978: 53.
7Peng M W. Luo Y. Managerial ties and firm performance in atransition economy: the nature of a micro-macro link [J].Academy of Management Journal, 2000(3): 486-501.
8Li H. Zhang Y. The role of managers’ political networking andfunctional experience in new venture performance: evidencefrom China’s transition economy [J]. Strategic ManagementJournal, 2007(28): 791-804.
9Acquaah M. Managerial social capital, strategic orientation, andorganizational performance in an emerging economy [J].Strategic Management Journal, 2007(12): 1235-1255.
10Goldman E, Rocholl J, So J. Do politically connected boardsaffect firm value [J]. Seventeenth Annual Utah Winter FinanceConference, 2006(8): 1-36.
