Lee, C.Y., Wu, H.L., & Dong, M.* (2021). What Drives Firms to Explore New Technological Fields? CEO Decision Horizon and Board Governance. IEEE Transactions on Engineering Management, 66(2), 142-155.(CABS 4/ABDCA*)

l Examined how CEO decision horizon influences firms' exploration of new technological fields.

l Analyzed the impact of board governance on firms’ strategic decision-making in technological innovation.

l Processed firm-level panel data using Stata to test hypotheses.

Ouyang, T., Dong, M.*, & Gong, K. (2022). The Duality of Management Organizational Routines in the Transformation Process. Research on Financial Issues, 43(10), 110-119.(CSSCI)

l Explored the dual nature of organizational routines in the transformation process.

l Analyzed how stability and rigidity in routines hinder transformation while enabling change when managed properly.

l Used case study methodology to examine how organizations balance routine stability and change to drive successful transformation.

Dong,M.&Wu,X.(2022).Guangxi Kunlun: Building and Sustaining Competitive Advantage. Industry Management Forum, 24(2), 96-122. (TSSCI)

l Analyzed the strategies employed by Guangxi Kunlun to build and sustain its competitive advantage.

l Discussed how the company leveraged policy advantages in border trade and a combination of licensing, service efficiency, and reliable commitments to achieve significant revenue.

l Examined the challenges faced by the company, such as increased competition and potential policy changes, and explored its strategies for maintaining competitiveness in a changing environment.

Dong, M., Zhang, Z., Wu, X., & Xiao, Y. (2021). To Split or Not to Split? Organizational Fragmentation of Sanli Television. Industry Management Forum, 23(3): 106-125. (TSSCI)

l Analyzed the organizational fragmentation issue faced by Sanli Television, exploring whether it should split or maintain its current structure.

l Examined the potential impacts of organizational fragmentation on the company's strategy, culture, and operational efficiency.

l Through case analysis, revealed how this decision affects Sanli Television's position in a highly competitive market.

Dong, M.(2021). Politically Active Firms and Innovation Decisions: A Legitimacy Based View, Journal of Management and Humanity Research, (6), 79-85.

l Explored the impact of corporate political activities on innovation decisions, focusing on top management teams’ perceptions.

l Argued that CPA-active firms leverage unique resources to enhance innovation performance.

l Integrated institutional theory and prospect theory to show how CPA firms are more motivated to innovate and manage innovation risks.

Dong, M. & Kou, J. (2020). Re-examining the Value of Corporate Political Connections. Journal of Management and Business Research, 35(4), 461-481.(TSSCI)

l Re-examined the value of corporate political connections, highlighting their potential to break down or fail at crucial moments.

l Argued against the static view of political connections as always effective once established.

l Employed case study analysis to explore the dynamic nature of these connections and their dependence on external political factors.

Dong, M.(2017). Does Corporate Political Activity Make MNCs Less Risk Taking, Advances in Management and Applied Economics,7(6),1-16. 

l Explored how corporate political activity influences risk-taking behavior in multinational corporations.

l Integrated legitimacy theory and the behavioral agency model to provide a comprehensive framework for understanding CPA's impact on risk-taking.

l Contributed to the CPA and strategy literature by linking non-market strategies with market outcomes, combining institutional logic with behavioral perspectives.