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Team and organizational resources, strategic orientations, and firm performance in a transitional economy

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  • Lau, Chung-Ming

Abstract

Firms in transitional economies are learning to develop strategies to exploit new market opportunities though bounded by their lack of market experience and resources as well as institutional and cultural heritage. This paper examines the managerial orientations of top managers in the transitional economy of China by focusing on a firm's team and organizational resources. Specifically, the following antecedents motivate a firm to put more emphases on strategic orientations: the firm has an effective top management team, strong managerial competences, and when the firm has ample endowment of slack resources, social network, and support from the institutional environment. Empirical results support that team orientation, managerial competence, social network, and local institutional support are instrumental in developing market-focused strategic orientations. In addition, strategic orientations with heavy emphases on overall low costs and product innovation relate to higher firm performance.

Suggested Citation

  • Lau, Chung-Ming, 2011. "Team and organizational resources, strategic orientations, and firm performance in a transitional economy," Journal of Business Research, Elsevier, vol. 64(12), pages 1344-1351.
  • Handle: RePEc:eee:jbrese:v:64:y:2011:i:12:p:1344-1351
    DOI: 10.1016/j.jbusres.2011.01.001
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    References listed on IDEAS

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    1. repec:mje:mjejnl:v:12:y:2017:i:2:p:163-174 is not listed on IDEAS
    2. repec:eee:touman:v:46:y:2015:i:c:p:51-58 is not listed on IDEAS
    3. Mariadoss, Babu John & Johnson, Jean L. & Martin, Kelly D., 2014. "Strategic intent and performance: The role of resource allocation decisions," Journal of Business Research, Elsevier, vol. 67(11), pages 2393-2402.
    4. repec:mje:mjejnl:v:13:y:2017:i:2:p:163-174 is not listed on IDEAS

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