000			01619naa a2200205uu 4500
001			6041810092521
003			OSt
005			20190211161053.0
008			060418s2006 xx ||||gr |0|| 0 eng d
100	1		_aTAN, Justin _910494
245	1	0	_aEnvironment-strategy co-evolution and co-alignment : _ba staged model of Chinese SOEs under transition
260			_aUK : _bWiley, _cFebruary 2005
520	3		_aEconomic reform in China has attracted growing attention from around the world owing to its significance for theory and practice. What has been largely missing in the literature is the temporal dimension, i.e., the changes over time in key variables such as organizational environment, firm strategic adaptations, and the performance implications. In this study, we investigate environment and strategic adaptations 12 years after Tan and Litschert examined these issues in 1990. Following a staged model, the study found that (1) organizational environment and firm strategic adaptations have co-evolved over time, (2) a new configuration has emerged and is related to improved performance, and (3) such a relationship is moderated by the stage during transition in which firms were founded. Specifically, firms founded since 1990 are more proactive and innovative than firms that had existed in the previous stage.
650		4	_aEconomic transition _912634
650		4	_aEnvironment-strategy co-evolution _924789
700	1		_aTAN, David _924790
773	0	8	_tStrategic Management Journal _g26, 2, p. 141 - 157 _dUK : Wiley, February 2005 _xISSN 0143-2095 _w
942			_cS
998			_a20060418 _b1009^b _cNatália
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c15648 _d15648
041			_aeng