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Why Companies Improvise: A Test on the Strategic Decision-making Manners of Chinese Companies |
LIU Quan-Hong WANG Tao |
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Abstract This paper focuses on the improvisation of corporate strategic actions of Chinese companies. It argues that improvisation is worthy of concerning since it is an alternative model of strategic action. The results indicate that actions of improvisation are quite popular in Chinese companies, and the choices of their strategic actions are synthetically driven by manifold factors. Companies are apt to improvise during their strategic actions if their organizational flexibilities are stronger, their organizational memories are better, their entrepreneurial orientations are stronger, and the environmental uncertainties they encounter are higher. Although improvisation has a negative impact on corporate performance of its strategic action, organizational flexibility and environmental uncertainty may significantly reduce its negative impact.
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Received: 13 November 2009
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Corresponding Authors:
LIU Quan-Hong
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