| Institution: | 1. Centre for International Business at the University of Leeds (CIBUL), UK;2. Retired, Professor of Business Strategy;3. Center for International Business Education and Research (CIBER), Georgia State University, United States;4. University of South Australia Business School, Adelaide, Australia;5. Leeds University Business School, Leeds, UK;6. College of Commerce, National Chengchi University, Taipei, Taiwan;1. Beijing Normal University, Beijing, China;2. Shanghai University of International Business and Economics, Shanghai, China;3. University of San Francisco, San Francisco, CA, United States;1. Lau China Institute and Department of International Development, School of Global Affairs, King’s College London, Bush House, Aldwych, London, WC2B 4BG, United Kingdom;2. Lau China Institute, School of Global Affairs, King’s College London, Bush House, Aldwych, London, WC2B 4BG, United Kingdom;1. Faculty of Economics and Business Administration, Ghent University, Sint-Pietersplein 7, 9000 Gent, Belgium;2. University of Exeter Business School, University of Exeter, Rennes Dr, Exeter EX4 4PU, UK;3. Carlson School of Management, University of Minnesota, 321 19th Avenue South, Minneapolis, MN 55455, USA;4. College of Business, Florida State University, 821 Academic Way, Tallahassee, FL 32306-1110, USA;5. College of Business and Economics, University of Johannesburg, PO Box 524, Auckland Park 2006, South Africa;1. Department of Finance, Cleveland State University, Cleveland, OH 44115-2214, United States;2. Quantitative Risk Analysis Group, KeyBank, Cleveland, OH 44114-1306, United States;1. Adam Smith Business School, University of Glasgow, Glasgow, G12 8QQ, United Kingdom;2. Business School, University of Edinburgh, United Kingdom;3. Harbert College of Business, Auburn University, United States |
