Environment-Strategy Co-Evolution and Co-Alignment: A Staged Model of Chinese Soes Under Transition

Strategic Management Journal, Vol. 26, pp. 141-157, 2005

17 Pages Posted: 13 Feb 2010

See all articles by Justin Tan

Justin Tan

York University - Schulich School of Business

David Tan

University of Washington

Date Written: 2005

Abstract

Economic reform in China has attracted growing attention from around the world owing to its significance for theory and practice. What has been largely missing in the literature is the temporal dimension, i.e., the changes over time in key variables such as organizational environment, firm strategic adaptations, and the performance implications. In this study, we investigate environment and strategic adaptations 12 years after Tan and Litschert examined these issues in 1990. Following a staged model, the study found that (1) organizational environment and firm strategic adaptations have co-evolved over time, (2) a new configuration has emerged and is related to improved performance, and (3) such a relationship is moderated by the stage during transition in which firms were founded. Specifically, firms founded since 1990 are more proactive and innovative than firms that had existed in the previous stage.

Keywords: Economic Transition, Environment Strategy, Co-Evolution

Suggested Citation

Tan, Justin and Tan, David, Environment-Strategy Co-Evolution and Co-Alignment: A Staged Model of Chinese Soes Under Transition (2005). Strategic Management Journal, Vol. 26, pp. 141-157, 2005. Available at SSRN: https://ssrn.com/abstract=1552303

Justin Tan (Contact Author)

York University - Schulich School of Business ( email )

4700 Keele Street
Toronto, Ontario M3J 1P3
Canada

HOME PAGE: http://www.schulich.yorku.ca/SSB-Extra/Faculty.nsf/faculty/Tan%20Justin

David Tan

University of Washington ( email )

Box 353226
Seattle, WA 98195-3200
United States

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