The DOI matches its Crossref record; 9 of the 9 references it cites were found in a registry or an index.
Emergent patterns of strategy, environment and performance in a transition economy
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 © 2004 John Wiley & Sons, Ltd.
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A situated metacognitive model of the entrepreneurial mindset
Haynie, J. M., Shepherd, D., Mosakowski, E., & Earley, P. C. (2010) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2008.10.001 · Cited by 675
Outward foreign direct investment by emerging market firms: A resource dependence logic
Xia, J., Ma, X., Lu, J. W., & Yiu, D. W. (2014) · Strategic Management Journal · doi:10.1002/smj.2157 · Cited by 373
A Tale of Two Types of Standard Setting: Evidence From Artificial Intelligence in China
Zhang, J., Li, X., & Tong, T. (2024) · Journal of Management · doi:10.1177/01492063221145130 · Cited by 23
Metadata
- Authors
- Davies, H., & Walters, P.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2004-02-24
- Volume
- 25
- Issue
- 4
- Pages
- 347-364
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2112551952
- Cited by
- 184
- References
- 9
- FWCI
- 24.98
- Type
- journal article
- Language
- en
- Open access
- closed
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