Organizational structure, context, customer orientation, and performance: lessons from Chinese state‐owned enterprises

By Xiaohua Lin, R. Germain. 2003

268 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/962e0fe16cfc1c7c68356a6982b06f9fd80cd40e

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Citations in the corpus

Dynamic capabilities, environmental dynamism, and competitive advantage: Evidence from China (2014, background): “…lists available at ScienceDirect Journal of Business Research generated theory for three reasons: China's size in population and organizations, its vast differences from Western societies, and its increasing integration into the world economy (Lin & Germain, 2003).”
How does strategic orientation matter in Chinese firms? (2007, background): “ Lin and Germain (2003) find that formalization positively affects market orientation, whereas decentralization negatively influences it. Zhou et al. (2005a) show that organizational group culture is beneficial to developing market and technology orientations.”
Entrepreneurship in China (2018, unknown): “al structure (Lin and Germain 2003), outside directors (Peng 2004), financial strategy (Keister 2004), customer orientation (Reid and Xu 2012), and strategic alliance”
Entrepreneurial Orientation and Firm Performance in New Ventures and Established Firms (2011, background): “Though the low role formalization of new ventures constrain firms’ decision-making and implementation, new ventures cannot be quick and effective enough respond to such opportunities (Aldrich 1999; Lin and Germain 2003).”
Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators (2006, background): “We examine two main elements of a unit’s hierarchical structure: centralization and formalization (e.g. Cardinal 2001, Lin and Germain 2003, Miller and Droge 1986, Zmud 1982).”
On Theory in Supply Chain Uncertainty and its Implications for Supply Chain Integration (2016, unknown): “Formalization codifies an organization’s strategy (Lin & Germain, 2003), providing a catalyst for cooperation and communication.”
The development of entrepreneurship in China (2008, background): “…innovation strategy (Atuahene-Gima & Li, 2004; Li & Atuahene-Gima, 2001, 2002), corporate governance and organizational structure (Lin & Germain, 2003; Peng, 2004; White, 2000), financial strategy (Keister, 2004), and strategic alliances (Hitt, Ahlstrom, Dacin, Levitas, &…”
Entrepreneurial Orientation: Assessing the Construct's Validity and Addressing Some of Its Implications for Research in the Areas of Family Business and Organizational Learning (2011, background): “Due to a high power distance in the Chinese culture, lower-level managers are accustomed to following orders from above and tend to decline or be incapable of shouldering responsibilities (Lin & Germain, 2003; Lu & Child, 1996).”
How do organizations remember? The influence of organizational structure on organizational memory (2010, background): “West (1994), for example, argues that operating procedures manage to obstruct the learning process, whereas Lin and Germain (2003) report that formal control has a significant positive influence on the utilization of customer product knowledge.”