Impact of Ownership Type on Environment–Strategy Linkage and Performance: Evidence from a Transitional Economy

Justin Tan

Journal of Management Studies, 2002, vol. 39, issue 3, 333-354

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.

Date: 2002
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Persistent link: https://EconPapers.repec.org/RePEc:bla:jomstd:v:39:y:2002:i:3:p:333-354

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