Yang Liu

Dr. Yang Liu

orcid

Research Focus & Metrics

Academic Career Length

12Years (2015-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

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15 January 2022 in Technovation
Verified
Journal Article
Closed access
YLYang Liu
Yang Liu
JDJiuyu Dong
Jiuyu Dong
LMLiang Mei
Liang Mei
RSRui Shen
Rui Shen

1 December 2016 in Journal of Cleaner Production
Verified
Journal Article
Closed access
XPXuerong Peng
Xuerong Peng
YLYang Liu
Yang Liu

1 June 2018 in Technovation
Verified
Journal Article
Closed access
YLYang Liu
Yang Liu
DLDiwei Lv
Diwei Lv
YYYing Ying
Ying Ying
FAFelix Arndt
Felix Arndt
JWJiang Wei
Jiang Wei

8 June 2020 in Journal of Business Ethics
Verified
Journal Article
Closed access
PDF file
YLYang Liu
Yang Liu
WDWeiqi Dai
Weiqi Dai
MLMingqing Liao
Mingqing Liao
JWJiang Wei
Jiang Wei

14 January 2018 in Journal of Management & Organization
Verified
Journal Article
Closed access
PDF file
PDPing Deng
Ping Deng
YLYang Liu
Yang Liu
VGVickie Coleman Gallagher
Vickie Coleman Gallagher
XWXiaojie Wu
Xiaojie Wu
This paper focuses on the importance of dynamic capabilities in shaping the nature of international strategies of emerging market multinationals from mid-range economies. We argue that dynamic capabilities theory provides an insightful approach to understanding the internationalization of emerging market multinationals and their strategic choices. Drawing on dynamic capability theory and unpacking dynamic capabilities into four distinct but related dimensions or facets, we develop a typology of three internationalization strategies available to emerging market multinationals in their international expansion: sequential international ambidexterity (from exploitation to exploration, and vice versa) and structural international ambidexterity (simultaneous exploration and exploitation). Success factors associated with each of the ambidextrous internationalization strategies are also considered. We conclude with a discussion of the implications of the dynamic capabilities framework for theoretical implications and fruitful areas for future research endeavors.

18 October 2019 in Sustainability
Verified
Journal Article
Open access
PDF file
QCQuan Cai
Quan Cai
YYYing Ying
Ying Ying
YLYang Liu
Yang Liu
WWWu Wei
Wu Wei
Frugal innovation is a resource scarce solution for emerging market firms. Based upon the resource-constrained innovation perspective, this research theoretically explores and empirically examines the drivers and consequences of frugal innovation. The results of a firm-level survey show that two types of frugal innovation (cost innovation and affordable value innovation) positively affect the performance of emerging-market firms. We also address the issues of how emerging-market firms deal with institutional, technological, and market constraints in emerging markets, and we show how these constraints drive frugal innovation. We find that emerging-market firms with higher levels of capability for institutional leverage and bricolage, and firms that face perceived dysfunctional competition, tend to generate more affordable, value-added new products. Overall, these findings have important implications for emerging-market firms seeking to conduct frugal innovation in resource-constrained emerging markets.