Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/34996
Title: Emergent patterns of strategy, environment and performance in a transition economy
Authors: Davies, H
Walters, P
Keywords: Emergent
China
Transition
Strategy
Environment
Performance
Issue Date: 2004
Publisher: Wiley
Source: Strategic management journal, 2004, v. 25, no. 4, p. 347-364 How to cite?
Journal: Strategic management journal
Abstract: Insights from the resource dependence approach, dynamic fit, and strategic choice theories are used to explore the strategies adopted by Chinese enterprises, their settings, and the relationship between strategy, environment, and performance. Results from 959 firms indicate that respondents operating under ‘more marketized’ institutional settings tend to locate themselves in more munificent environments and place greater emphasis on meeting customer needs. Firms in China do not trade off one strategic direction against another, and certain strategy/environment coalignments have significant implications for performance. In particular, performance is better in more marketized and munificent environments and amongst firms who adopt an ‘aggressive’ strategic posture.
URI: http://hdl.handle.net/10397/34996
ISSN: 0143-2095
DOI: 10.1002/smj.380
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