Organizational structure, context, customer orientation, and performance: lessons from Chinese state‐owned enterprises
基于权变理论，研究中国国有企业的组织结构（集权与分权）如何影响企业增长绩效和顾客知识利用，发现正式控制正向预测绩效，分权则相反，但两者交互作用正向预测绩效。
Abstract This study develops a model grounded in the contingency theory (i.e., context–structure–performance) applicable to Chinese state‐owned enterprises (SOEs). Using data from a sample of 205 industrial SOEs, the study shows that SOE growth performance relative to the industry is positively predicted by formal control, inversely predicted by decentralization, and positively predicted by the interaction of the two. Customer product knowledge utilization, unrelated to growth performance relative to the industry, is positively predicted by formal control and the interaction of formal control with decentralization. Foreign induced industry competitiveness, technological turbulence, size, and production technology routineness are treated as context variables and modeled accordingly. Copyright © 2003 John Wiley & Sons, Ltd.