Environment-Strategy Relationship and its Performance Implications: An Empirical Study of Chinese Electronics Industry

The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

“…The effects of perceived uncertainty in the general business environment have been emphasized in the strategy literature (e.g., Dickson & Weaver, 1997;Tan & Litschert, 1994) and highlighted in the environmental literature (e.g., Russo & Fouts, 1997). Evolving technologies, regulations, and stakeholder expectations related to a fi rm's environmental impacts creates an uncertain business environment, affecting the capabilities that managers will deploy to manage this uncertainty for generating proactive environmental strategies.…”

“…As discussed in the theoretical background, perceived uncertainty is one of the most relevant characteristics of the general business environment in which technologies, regulations, and societal expectations are evolving (e.g., Dickson & Weaver, 1997;Russo & Fouts, 1997;Tan & Litschert, 1994).…”

The Chinese Government's Formal Institutional Influence On Corporate Environmental Management

“…The State regulatory regime has been perceived by Chinese managers to be the most influential, most complex, and least predictable on organisational performance (Tan and Litschert 1994). Hence, it is imperative to understand senior managers' perceptions of 'Coercive Government Institutional Involvements' that emerged as one of the major influencing factors in corporate environmental initiatives (Rowe and Guthrie, 2007).…”

Comparison of corporate governance, strategy, control and performance e valuation systems before and after privatization

“…So the companies' resources needed to be modified to make them more competitive (Romero 2006). SOEs tend to be more conservative and have a defensive attitude towards the market (Tan and Litschert, 1994).…”