Emergent patterns of strategy, environment and performance in a transition economy Export

@article{citeulike:702862, 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. Copyright {\copyright} 2004 John Wiley \& Sons, Ltd.}, address = {Department of Management and Marketing, Hong Kong Polytechnic University, Kowloon, Hong Kong}, author = {Davies, Howard and Walters, Peter}, citeulike-article-id = {702862}, citeulike-linkout-0 = {http://dx.doi.org/10.1002/smj.380}, citeulike-linkout-1 = {http://www3.interscience.wiley.com/cgi-bin/abstract/107628919/ABSTRACT}, doi = {10.1002/smj.380}, journal = {Strategic Management Journal}, keywords = {economy, emergent, environment, patterns, performance, strategy, transition}, number = {4}, pages = {347--364}, posted-at = {2008-10-20 09:54:34}, priority = {3}, title = {Emergent patterns of strategy, environment and performance in a transition economy}, url = {http://dx.doi.org/10.1002/smj.380}, volume = {25}, year = {2004} }

TY - JOUR ID - citeulike:702862 L3 - citeulike-article-id:702862 N2 - 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. Copyright © 2004 John Wiley & Sons, Ltd. IS - 4 JF - Strategic Management Journal AD - Department of Management and Marketing, Hong Kong Polytechnic University, Kowloon, Hong Kong EP - 364 TI - Emergent patterns of strategy, environment and performance in a transition economy VL - 25 SP - 347 KW - economy KW - emergent KW - environment KW - patterns KW - performance KW - strategy KW - transition AU - Davies, Howard AU - Walters, Peter PY - 2004/// UR - http://dx.doi.org/10.1002/smj.380 ER -