Institutional Variance, Managerial Orientations and the Commercial Performance of Chinese Enterprises

Abstract

This empirical study conceptualizes the institutional environment within which firms function in a transition economy as a number of dimensions, representing the externally set ‘rules of the game’ as perceived by senior managers. It then proposes a mediating model of the links between that environment and the commercial performance of enterprises in which incentive intensity is a key strategic choice, influenced by perceptions of the institutional setting and the influence of that choice is carried on to commercial performance by a set of managerial orientations. The model is tested using survey data from a sample of 959 Chinese enterprises.

Citation

Davies, H. (2012), "Institutional Variance, Managerial Orientations and the Commercial Performance of Chinese Enterprises", Tihanyi, L., Devinney, T.M. and Pedersen, T. (Ed.) Institutional Theory in International Business and Management (Advances in International Management, Vol. 25), Emerald Group Publishing Limited, Leeds, pp. 263-311. https://doi.org/10.1108/S1571-5027(2012)0000025018