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Haiyun Xu, Chao Wang, Kun Dong, Rui Luo, Zenghui Yue and Hongshen Pang

). InCitesTM quick strat guide of InCitesTM database. http://ipscience-help.thomsonreuters.com/inCites2Live/8980-TRS/version/default/part/AttachmentData/data/InCites-Indicators-Handbook-6%2019.pdf . Incites 2015 InCitesTM quick strat guide of InCitesTM database http://ipscience-help.thomsonreuters.com/inCites2Live/8980-TRS/version/default/part/AttachmentData/data/InCites-Indicators-Handbook-6%2019.pdf Kogut, B., & Chang, S.J. (1991). Technological capabilities and Japanese foreign direct investment in the United States. Review of Economics and Statistics, 73(3), 401

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Yaoyao Song, Torben Schubert, Huihui Liu and Guoliang Yang

numerous projects, Project 211, Project 985, and Plan 2011 are the three most influential programs. The details of these national education programs are described as follows: (1) Project 211. This program, launched in 1993, aims to select and support about 100 universities in China and build frontier universities in the 21st century, with an investment scale of RMB 18 billion Yuan (at current year prices); (2) Project 985. Launched in 1998, it aims to select and support dozens of universities in China to build the excellent and internationally competitive universities

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Roderick Caballero Bugador

Development, 23(7), pp.1171-1193. [39] Hymer, S.,1976. The international operations of national firms: A study of Direct Foreign Investment. Cambridge, MA: MIT Press. [40] Johanson, J., Vahlne, J.E., 1977. The Internationalization Process of the Firm-A Model of Knowledge Development and Increasing Foreign Market Commitments. Journal of International Business Studies, 8(1), pp.23-32. [41] Khanna, T., Palepu, K., 1997. Why focused strategies may be wrong for emerging markets. Harvard Business Review, 75(4), pp.41-51. [42] Khanna, T., Palepu, K., 2000. The future of

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Shaobo Wei and Kwok-Kee Wei

resources and capabilities, and effective relational governance. Under this condition, the strategic resources of a firm may span its boundaries and embed in interorganizational routines and processes with supply chain partners ( Dyer et al. 1998 ). In the context of supply chain, the increasing interorganizational dependence motivates firms to make more relationship-specific investments, share more idiosyncratic information and knowledge, and build stronger inter-firm capabilities to create relational competency, such as IOC, which in turn, can be positioned, leveraged