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

By Justin Tan. 2002

163 citations recorded by the source corpus.

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Citations in the corpus

Conflicting Selves: Family Owners' Multiple Goals and Self-Control Agency Problems in Private Firms (2018, background): “Moreover, our focus on private firms in a developed country responds to prior calls to conduct careful inquiries comparing and contrasting agency costs encountered in different types of firms and across different contexts (Bruton et al., 2010; Dharwadkar, George, & Brandes, 2000; Garg, 2013; Kim et ”
(How) Does the HR strategy support an innovation oriented business strategy? An investigation of institutional context and organizational practices in Indian firms (2010, background): “Tan (2002) argued Human Resource Management DOI: 10.1002/hrm that ownership type has a significant impact on the environment-strategy configured, which in turn has important performance implications for the firm.”
Corporate Philanthropic Disaster Response and Ownership Type: Evidence from Chinese Firms’ Response to the Sichuan Earthquake (2009, background): “With regard to firm ownership types, the comparison of characteristics, strategies, and performance between state- and non-state-ownership firms has been documented extensively (Tan, 2002).”
Do State Enterprises Manage Earnings More than Privately Owned Firms? The Case of China (2011, unknown): “Since the impact of ownership has to be analyzed in a context whereby firms of different ownership types coexist and compete (Tan, 2002), the gradual privatization process of Chinese SOEs offers an ideal environment to examine the impact of ownership structure.”
The Performance Differential between Private and State Owned Enterprises: The Roles of Ownership, Management and Market Structure (2008, background): “This learning potential should be particularly relevant for firms that have not attained the best practice and that operate under softer budget constraints (Tan, 2002; Tan and Peng, 2003), allowing them to learn over time without having to exit the market.”
Ownership Types and Strategic Groups in an Emerging Economy (2004, methodology): “However, the economic landscape in emerging economies features substantially more organizational diversity compared to the dichotomy of public versus private ownership (Peng, 2000, 2003; Tan, 2002).”
State governance and technological innovation in emerging economies: State-owned enterprise restructuration and institutional logic dissonance in China’s high-speed train sector (2020, background): “State ownership and affiliation not only provide resources but also exert institutional pressure on the firm (Mahmood & Rufin, 2005; Tan, 2002; Meyer & Peng, 2016; Ramamurti & Hillemann, 2018; Buckley, Clegg, Voss, Cross, Liu, & Zheng, 2018).”
Organizational Slack and Firm Performance During Economic Transitions: Two Studies from an Emerging Economy (2003, background): “Moreover, a great number of multinationals have entered these emerging economies, asserting pressures on SOEs to either sink or swim in the emerging ocean of competition (Beamish, 1993; Luo and Peng, 1999; Tan, 2002; Yan and Gray, 1994).”