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Organizational structure, context, customer orientation, and performance: lessons from Chinese state‐owned enterprises

Lin, Xiaohua, Germain, Richard·2003·Strategic Management Journal

Abstract

This study develops a model grounded in the contingency theory (i.e., context–structure–performance) applicable to Chinese state‐owned enterprises (SOEs). Using data from a sample of 205 industrial SOEs, the study shows that SOE growth performance relative to the industry is positively predicted by formal control, inversely predicted by decentralization, and positively predicted by the interaction of the two. Customer product knowledge utilization, unrelated to growth performance relative to the industry, is positively predicted by formal control and the interaction of formal control with decentralization. Foreign induced industry competitiveness, technological turbulence, size, and production technology routineness are treated as context variables and modeled accordingly. Copyright © 2003 John Wiley & Sons, Ltd.

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Metadata

Authors
Lin, X., & Germain, R.
Venue
Strategic Management Journal
Publisher
Wiley
Published
2003-09-24
Volume
24
Issue
11
Pages
1131-1151
ISSN
  • 0143-2095 (ISSN-L)
  • 1097-0266
OpenAlex
W2096946941
Cited by
257
References
1
FWCI
20.54
Type
journal article
Language
en
Open access
closed

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CoChat. (2026). Citation check: Organizational structure, context, customer orientation, and performance: lessons from Chinese state‐owned enterprises. https://app.cochat.ai/papers/10.1002/smj.348
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Lin, X., & Germain, R. (2003). Organizational structure, context, customer orientation, and performance: lessons from Chinese state‐owned enterprises. Strategic Management Journal. https://doi.org/10.1002/smj.348

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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.