The DOI matches its Crossref record; 62 of the 62 references it cites were found in a registry or an index.
Environment‐strategy relationship and its performance implications: An empirical study of the chinese electronics industry
Abstract
This study examined the strategy‐environment‐performance paradigm in a centrally plannedeconomy (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 signijcantly 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.
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Peng, M. W., & Luo, Y. (2000) · Academy of Management Journal · doi:10.2307/1556406 · Cited by 2,861
Agency Relationships in Family Firms: Theory and Evidence
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A contingent resource-based view of proactive corporate environmental strategy
Aragón-Correa, J. A., & Sharma, S. (2003) · Academy of Management Review · doi:10.5465/amr.2003.8925233 · Cited by 2,362
The resource-based view and international business
Peng, M. (2001) · Journal of Management · doi:10.1016/s0149-2063(01)00124-6 · Cited by 991
Song, M., Droge, C., Hanvanich, S., & Calantone, R. (2005) · Strategic Management Journal · doi:10.1002/smj.450 · Cited by 844
Metadata
- Authors
- Justin Tan, J., & Litsschert, R. J.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 1994-01
- Volume
- 15
- Issue
- 1
- Pages
- 1-20
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W3121220892
- Cited by
- 641
- References
- 62
- FWCI
- 18.99
- Type
- journal article
- Language
- en
- Open access
- closed
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