Environment‐strategy relationship and its performance implications: An empirical study of the chinese electronics industry
研究了中国电子行业在从计划经济向市场经济转型过程中，企业战略与环境不确定性感知的关系，发现感知不确定性越高，企业越倾向防御型战略，且防御型战略与更高绩效相关。
Abstract This study examined the strategy‐environment‐performance paradigm in a centrally plannedeconomy (People's Republic of China) in transition to a more market‐driven economy. Based on a survey of top Chinese managers in the electronics industry, it was found that during this course of transformation, firms exhibited distinctive strategies despite a long tradition of central planning, and these strategies were signijcantly related to perceived environmental uncertainty. Specifically, managers perceptions of increased environmental uncertainty were found to be negatively related to proactive strategies and positively related to defensive strategies. Defensive strategies were also linked to higher performance.