Firm strategic change has attracted increased attention from strategic management scholars over the past few decades. With an aim to review the existing research and to provide a future research agenda, this study pre...Firm strategic change has attracted increased attention from strategic management scholars over the past few decades. With an aim to review the existing research and to provide a future research agenda, this study presents a multi-level analytical framework of the drivers of a firm＇s strategic change. Specifically, we focus on the environment-, organizational-, and individual-level factors. Empirical studies at each of the three levels have been thoroughly reviewed. We further discuss the theoretical differences and relationships among the three levels of factors. This study concludes with important theoretical implications for firm strategic change research and also suggests a few future research directions on this topic.展开更多
The purpose of this study is to identify the relationship between the characteristics of the board of directors and strategic change of a firm in the Chinese context. In this study, strategic change is defined as stra...The purpose of this study is to identify the relationship between the characteristics of the board of directors and strategic change of a firm in the Chinese context. In this study, strategic change is defined as strategic deviation relative to industry norms and strategic variation relative to historical experiences. The size, independence and leadership structure of the board of directors are defined as the board characteristics. We then propose hypotheses on the effects of board characteristics on a firm＇s strategic change. This study takes strategic resource allocation profile as measure to calculate strategic deviation and strategic variation, and then empirically tests and verifies the hypotheses using data from Chinese publicly listed companies in the information technology industry from the year 2006 to 2010. We find that the size, independence and leadership structure of the board of directors significantly affect both strategic deviation and strategic variation. Therefore, we conclude that board characteristic affects a firm＇s strategic change. The conclusion of the study indicates that moderate reductions in the size of the board, increasing the proportion of independent directors and separating the roles of chairman and chief executive officer can facilitate promoting the process of strategic change for a firm in a dynamic environment. Through this study we re-examine the role and significance of the board of directors in strategic decision-making for a firm, and provide useful suggestions on how to form a board that can meet the needs for strategic change for a firm in a dynamic business environment.展开更多
Albania is located on the eastern shore of the Adriatic and Jon Sea, south of former Yugoslavia, north of Greece, and west of Macedonia. It is divided into three agro-ecological zones based on climate, soils and veget...Albania is located on the eastern shore of the Adriatic and Jon Sea, south of former Yugoslavia, north of Greece, and west of Macedonia. It is divided into three agro-ecological zones based on climate, soils and vegetation： the fertile coastal plains, the intermediate hilly region, and the non-arable mountain zones. Annual rainfall varies from 800 to 2,000 mm in coastal areas to 1,600 to 2,000 mm in the hilly regions and up to 3,000 mm in the mountains. Rainfall is concentrated mainly in the winter, and less than 20 percent of annual rainfall occurs in the six-month period between April and September. Studies indicate that available sources of supply could provide more than enough to satisfy the country＇s overall water demand. In many cities, water availability at the source is about 500-700 litres per capita per day, but leaks and waste mean that only a small fraction of water produced is consumed. The paper research concludes that the Albanian government should： （1） Introduce and implement new anti-corruption laws to increase the market transparency; （2） Continue the ongoing institutional and economical reform to deliver better legal institutions and market efficiency; （3） Reduce anti-competitive practices such as government monopoly in some sectors and privatize all the strategic sectors; and （4） Urgently develop with the help of International Monetary Fund, new projects regarding infrastructure with clear the National Investment Promotion Agency from the bureaucratic procedures and further increase the budget to improve the whole internal infrastructure.展开更多
As an important part in unique resources and capability of enterprises, organizational routines, on one hand, promote the success of enterprises, on the other hand, influence the future development of enterprises. Esp...As an important part in unique resources and capability of enterprises, organizational routines, on one hand, promote the success of enterprises, on the other hand, influence the future development of enterprises. Especially, organizational routines have the influences on the two factors of building up dynamic competitive advantages-strategic change and strategic flexibility and further influence the establishment of dynamic competitive advantages. This paper involves detailed analysis on the influences of organizational routines and on the approaches of establishing dynamic competitive advantages and puts forward the relevant countermeasures.展开更多
Currently,the fundamental judgment that China remains in an important period of strategic opportunities for its development has not changed,however new changes have taken place in the nature and the conditions of this...Currently,the fundamental judgment that China remains in an important period of strategic opportunities for its development has not changed,however new changes have taken place in the nature and the conditions of this period.On a higher starting point of development,China is faced with unprecedented opportunities for development as well as challenges unknown before.展开更多
文摘Firm strategic change has attracted increased attention from strategic management scholars over the past few decades. With an aim to review the existing research and to provide a future research agenda, this study presents a multi-level analytical framework of the drivers of a firm＇s strategic change. Specifically, we focus on the environment-, organizational-, and individual-level factors. Empirical studies at each of the three levels have been thoroughly reviewed. We further discuss the theoretical differences and relationships among the three levels of factors. This study concludes with important theoretical implications for firm strategic change research and also suggests a few future research directions on this topic.
基金We gratefully acknowledge support from the National Natural Science Foundation of China （No. 70872048, 71272184）, and the Key Program of Key Research Institute for Humanities and Social Science, Ministry of Education （No. 11JJD630005）.
文摘The purpose of this study is to identify the relationship between the characteristics of the board of directors and strategic change of a firm in the Chinese context. In this study, strategic change is defined as strategic deviation relative to industry norms and strategic variation relative to historical experiences. The size, independence and leadership structure of the board of directors are defined as the board characteristics. We then propose hypotheses on the effects of board characteristics on a firm＇s strategic change. This study takes strategic resource allocation profile as measure to calculate strategic deviation and strategic variation, and then empirically tests and verifies the hypotheses using data from Chinese publicly listed companies in the information technology industry from the year 2006 to 2010. We find that the size, independence and leadership structure of the board of directors significantly affect both strategic deviation and strategic variation. Therefore, we conclude that board characteristic affects a firm＇s strategic change. The conclusion of the study indicates that moderate reductions in the size of the board, increasing the proportion of independent directors and separating the roles of chairman and chief executive officer can facilitate promoting the process of strategic change for a firm in a dynamic environment. Through this study we re-examine the role and significance of the board of directors in strategic decision-making for a firm, and provide useful suggestions on how to form a board that can meet the needs for strategic change for a firm in a dynamic business environment.
文摘Albania is located on the eastern shore of the Adriatic and Jon Sea, south of former Yugoslavia, north of Greece, and west of Macedonia. It is divided into three agro-ecological zones based on climate, soils and vegetation： the fertile coastal plains, the intermediate hilly region, and the non-arable mountain zones. Annual rainfall varies from 800 to 2,000 mm in coastal areas to 1,600 to 2,000 mm in the hilly regions and up to 3,000 mm in the mountains. Rainfall is concentrated mainly in the winter, and less than 20 percent of annual rainfall occurs in the six-month period between April and September. Studies indicate that available sources of supply could provide more than enough to satisfy the country＇s overall water demand. In many cities, water availability at the source is about 500-700 litres per capita per day, but leaks and waste mean that only a small fraction of water produced is consumed. The paper research concludes that the Albanian government should： （1） Introduce and implement new anti-corruption laws to increase the market transparency; （2） Continue the ongoing institutional and economical reform to deliver better legal institutions and market efficiency; （3） Reduce anti-competitive practices such as government monopoly in some sectors and privatize all the strategic sectors; and （4） Urgently develop with the help of International Monetary Fund, new projects regarding infrastructure with clear the National Investment Promotion Agency from the bureaucratic procedures and further increase the budget to improve the whole internal infrastructure.
文摘As an important part in unique resources and capability of enterprises, organizational routines, on one hand, promote the success of enterprises, on the other hand, influence the future development of enterprises. Especially, organizational routines have the influences on the two factors of building up dynamic competitive advantages-strategic change and strategic flexibility and further influence the establishment of dynamic competitive advantages. This paper involves detailed analysis on the influences of organizational routines and on the approaches of establishing dynamic competitive advantages and puts forward the relevant countermeasures.
文摘Currently,the fundamental judgment that China remains in an important period of strategic opportunities for its development has not changed,however new changes have taken place in the nature and the conditions of this period.On a higher starting point of development,China is faced with unprecedented opportunities for development as well as challenges unknown before.
