Strategic Management Journal, Vol. 15, No. 1, pp. 1-20, January 1994
21 Pages Posted: 16 Feb 2010
Date Written: 1994
This study examined the strategy-environment-performance paradigm in a centrally planned economy (People's Republic of China) in transition to a more market-driven economy. Based on a survey of top Chinese managers in the electronics industry, it was found that during this course of transformation, firms exhibited distinctive strategies despite a long tradition of central planning, and these strategies were significantly related to perceived environmental uncertainty. Specifically, managers' perceptions of increased environmental uncertainty were found to be negatively related to proactive strategies and positively related to defensive strategies. Defensive strategies were also linked to higher performance.
Suggested Citation: Suggested Citation
Tan, Justin and Litschert, Robert J., Environment-Strategy Relationship and its Performance Implications: An Empirical Study of Chinese Electronics Industry (1994). Strategic Management Journal, Vol. 15, No. 1, pp. 1-20, January 1994. Available at SSRN: https://ssrn.com/abstract=1552172 or http://dx.doi.org/10.2139/ssrn.1552172