Strategy, Environment, Resources and Institutional Context as Determinants of Firm Performance in Emerging Markets: Empirical Evidence from Multinational Coroporations in China

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King's College London, 2018 - 403 Seiten
This research examines the convergence of strategic choice, institutionalism and firm-institution interaction of multinational corporations (MNCs) in emerging markets. It focuses on the relationship between strategic orientation, industry-based competitive environment, firm resources configurations, institutional context and differential performance outcomes. While it agrees with the general notion that the appropriate strategy will be a function of industry factors and firm-specific factors, there may be varying performance implications depending on key elements of the institutional context as well as the firm-institution interaction. This research applies Miles and Snow's (1978) enduring strategic typology and assumes that distinctive clusters of strategic types exist among MNCs in China resulting in differentiated performance outcomes in conjunction with the strategic responses to institutions they adopt. Snow and Ketchen (2014) suggested in an Academy of Management Review (AMR) call-for-action to empirically evaluate typologies for their current relevance, pointing to Miles and Snow (1978). However, Miles and Snow's (1978) typology does not reflect any institutional underpinnings.

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