Impact of Ownership Type on Environment–Strategy Linkage and Performance: Evidence from a Transitional Economy
Journal of Management Studies, Vol. 39, No. 3, 2002
24 Pages Posted: 16 Feb 2010
Date Written: 2002
Abstract
In this study I contend that the ownership type has a significant impact on the environment – strategy configurations amongst different firms in a transitional economy. The influence of ownership type on the environment–strategy configuration is tested, based on an analysis of surveys of 201 managers from four types of companies in China; state-owned, collectively-owned, privately-owned, and foreign joint ventures. Results support the central notion that each ownership type exhibits a distinct environment–strategy configuration, which in turn has important performance implications for the firms.
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