Strategy, Environment, Resources and Institutional Context as Determinants of Firm Performance in Emerging Markets: Empirical Evidence from Multinational Corporations in China: Ulf Bosch | Dissertation Thesis (Ph.D.) | King's College London, King's Business School, 2018

Ulf Bosch, Thomas Roulet (Editor), Tony Edwards (Editor), Yipeng Liu (Editor), M. N. Ravishankar (Editor)

Research output: Other contribution

Abstract

Strategy, Environment, Resources and Institutional Context as Determinants of Firm Performance in Emerging Markets: Empirical Evidence from Multinational Corporations in China | Author: Ulf Bosch | Dissertation Thesis (Ph.D.) | King's College London, King's Business School, 2018 | Available at ProQuest Publishing (USA), King’s College London (UK) Maughan Library and The British Library (UK) | Abstract: This research examines the convergence of strategic choice, institutionalism and firm-institution interaction of multinational corporations (MNCs) in emerging markets. It focuses on the relationship between strategic orientation, industry-based competitive environment, firm resources configurations, institutional context and differential performance outcomes. While it agrees with the general notion that the appropriate strategy will be a function of industry factors and firm-specific factors, there may be varying performance implications depending on key elements of the institutional context as well as the firm-institution interaction. This research applies Miles and Snow’s (1978) enduring strategic typology and assumes that distinctive clusters of strategic types exist among MNCs in China resulting in differentiated performance outcomes in conjunction with the strategic responses to institutions they adopt. Snow and Ketchen (2014) suggested in an Academy of Management Review (AMR) call-for-action to empirically evaluate typologies for their current relevance, pointing to Miles and Snow (1978). However, Miles and Snow’s (1978) typology does not reflect any institutional underpinnings. This research complements Miles and Snow’s (1978) firm-environment adaptive cycle by instilling the institutional theory. In order to add the institutional perspective, the research draws on Oliver’s (1991) strategic responses to institutional processes. As Oliver (1991) does not address the co-evolutional perspective, an additional novel response ‘Assert’ based on Child et al. (2012) is brought in by this research. The study advances the notion of institution-oriented strategic choice in international business (IB) strategy and provides a theoretical contribution by disentangling the relationship between generic strategy and institutional strategy. It offers a parsimonious model for the complex concepts of generic strategy and institutional strategy including co-evolution. It helps to close a serious gap of empirical research and provides advice of practical relevance to business managers on how to develop proper strategic configurations to thrive in China’s institutional environment.
Original languageEnglish
TypePhD Thesis
Media of outputPrint
Number of pages403
Publication statusPublished - 01 Jul 2018

Bibliographical note

Includes bibliographic references | Physical description: 403 pages including colour graphs, tables, diagrams; pages 299-403 are appendices | Dimension: 31 cm | Language: English | System number: 061042162

Keywords

  • International business strategy
  • Strategic choice
  • Resource-based view
  • Multinational corporation
  • China
  • Automotive
  • Co-evolution
  • Emerging markets
  • Institutional strategy

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management

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