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| Format: | Recurso digital |
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Zenodo
2025
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| Online Access: | https://doi.org/10.5281/zenodo.19633085 |
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Table of Contents:
- <table> <tbody> <tr> <td class="et2">Variable Name</td> <td class="et2">Category</td> <td class="et2">Description</td> <td class="et2">Scale / Unit</td> <td class="et2">Source Basis</td> </tr> <tr> <td class="et3">Firm_ID</td> <td class="et3">Identifier</td> <td class="et4">Unique firm code</td> <td class="et3">CN-XXXX</td> <td class="et3">Simulated Panel</td> </tr> <tr> <td class="et3">Year</td> <td class="et3">Identifier</td> <td class="et4">Observation year</td> <td class="et3">2015–2025</td> <td class="et3">Time Period</td> </tr> <tr> <td class="et3">Sector</td> <td class="et3">Identifier</td> <td class="et4">Manufacturing sub-sector</td> <td class="et3">Categorical (6 sectors)</td> <td class="et3">China NBS</td> </tr> <tr> <td class="et3">Province</td> <td class="et3">Identifier</td> <td class="et4">Chinese province</td> <td class="et3">Categorical (6)</td> <td class="et3">China NBS</td> </tr> <tr> <td class="et3">Ownership_Type</td> <td class="et3">Identifier</td> <td class="et4">Ownership structure</td> <td class="et3">Categorical (4 types)</td> <td class="et3">CSMAR / WIND</td> </tr> <tr> <td class="et5">Firm_Size</td> <td class="et5">Control</td> <td class="et6">Firm size category</td> <td class="et5">Small/Medium/Large</td> <td class="et5">MoF China</td> </tr> <tr> <td class="et5">Firm_Age_Years</td> <td class="et5">Control</td> <td class="et6">Years since establishment</td> <td class="et5">Integer (years)</td> <td class="et5">Registration Data</td> </tr> <tr> <td class="et5">Employees</td> <td class="et5">Control</td> <td class="et6">Total employees</td> <td class="et5">Integer (headcount)</td> <td class="et5">Annual Report</td> </tr> <tr> <td class="et5">RD_Intensity_Pct</td> <td class="et5">Control</td> <td class="et6">R&D expenditure as % of revenue</td> <td class="et5">% (0.5–12.0)</td> <td class="et5">Annual Report</td> </tr> <tr> <td class="et5">Leverage_Ratio</td> <td class="et5">Control</td> <td class="et6">Total debt / Total assets</td> <td class="et5">Ratio (0–1)</td> <td class="et5">Financial Statement</td> </tr> <tr> <td class="et7">DC_Sensing</td> <td class="et7">Dynamic Capabilities</td> <td class="et8">Ability to sense market opportunities</td> <td class="et7">1–7 Likert</td> <td class="et7">Teece (2007); Wang & Ahmed (2007)</td> </tr> <tr> <td class="et7">DC_Seizing</td> <td class="et7">Dynamic Capabilities</td> <td class="et8">Ability to seize opportunities</td> <td class="et7">1–7 Likert</td> <td class="et7">Teece (2007)</td> </tr> <tr> <td class="et7">DC_Reconfiguring</td> <td class="et7">Dynamic Capabilities</td> <td class="et8">Ability to reconfigure resources</td> <td class="et7">1–7 Likert</td> <td class="et7">Teece (2007)</td> </tr> <tr> <td class="et7">DC_Composite</td> <td class="et7">Dynamic Capabilities</td> <td class="et8">Average of 3 DC dimensions</td> <td class="et7">1–7 Likert</td> <td class="et7">Computed</td> </tr> <tr> <td class="et9">BMI_Value_Creation</td> <td class="et9">Business Model Innovation</td> <td class="et10">Novelty in value creation mechanisms</td> <td class="et9">1–7 Likert</td> <td class="et9">Zott & Amit (2010)</td> </tr> <tr> <td class="et9">BMI_Value_Delivery</td> <td class="et9">Business Model Innovation</td> <td class="et10">Innovation in value delivery channels</td> <td class="et9">1–7 Likert</td> <td class="et9">Zott & Amit (2010)</td> </tr> <tr> <td class="et9">BMI_Value_Capture</td> <td class="et9">Business Model Innovation</td> <td class="et10">New revenue/profit capture mechanisms</td> <td class="et9">1–7 Likert</td> <td class="et9">Zott & Amit (2010)</td> </tr> <tr> <td class="et9">BMI_Composite</td> <td class="et9">Business Model Innovation</td> <td class="et10">Average of 3 BMI dimensions</td> <td class="et9">1–7 Likert</td> <td class="et9">Computed</td> </tr> <tr> <td class="et11">OS_Economic</td> <td class="et11">Organizational Sustainability</td> <td class="et12">Economic performance & resilience</td> <td class="et11">1–7 Likert</td> <td class="et11">Elkington (1997); GRI</td> </tr> <tr> <td class="et11">OS_Environmental</td> <td class="et11">Organizational Sustainability</td> <td class="et12">Environmental practices & footprint</td> <td class="et11">1–7 Likert</td> <td class="et11">GRI Standards</td> </tr> <tr> <td class="et11">OS_Social</td> <td class="et11">Organizational Sustainability</td> <td class="et12">Social responsibility & stakeholder mgmt</td> <td class="et11">1–7 Likert</td> <td class="et11">GRI Standards</td> </tr> <tr> <td class="et11">OS_Composite</td> <td class="et11">Organizational Sustainability</td> <td class="et12">Average of 3 OS dimensions</td> <td class="et11">1–7 Likert</td> <td class="et11">Computed</td> </tr> <tr> <td class="et13">Permit_Delay_Months</td> <td class="et13">Institutional Constraints</td> <td class="et14">Avg months to obtain business permits</td> <td class="et13">Integer (months)</td> <td class="et13">World Bank Doing Business</td> </tr> <tr> <td class="et13">Competitive_Pressure</td> <td class="et13">Institutional Constraints</td> <td class="et14">Perceived competitive intensity in market</td> <td class="et13">1–7 Likert</td> <td class="et13">Porter (1980)</td> </tr> <tr> <td class="et13">Regulatory_Burden</td> <td class="et13">Institutional Constraints</td> <td class="et14">Perceived regulatory compliance burden</td> <td class="et13">1–7 Likert</td> <td class="et13">WEF Global Competitiveness</td> </tr> </tbody> </table>