Environment‐strategy relationship and its performance implications: An empirical study of the chinese electronics industry

J. Justin Tan and Robert J. Litsschert

Strategic Management Journal, 1994, vol. 15, issue 1, 1-20

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.

Date: 1994
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