Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to learn more

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Journal of Leadership & Organizational Studies
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Tan, J.
Right arrow Articles by Tan, D.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

A Dynamic View of Organizational Transformation: The Changing Face of Chinese SOEs Under Transition

Justin Tan

Creighton University, Omaha, NE 68178

David Tan

Creighton University, Omaha, NE 68178

The controlled process of economic reform in China has attracted growing attention from around the world due to its significance for theory and practice. What has been missing in the literature is the temporal dimension, i.e., the changes over time in key variables such as organizational environment, firm strategic adaptations, and the performance implications, since Chinese reform officially began in 1978. Taking a dynamic systems perspective, and drawing literature from organizational study and thermodynamics, we follow the "staged model" of economic transition to study the changes in organizational environment and firm strategies over the last two decades. We suggest that as the result of more than two decades of well-controlled transitional process characterized by incrementalism, institutional environment has become more conducive to entrepreneurial activities, and consequently, firms responded with more willingness to take risk and innovate. Furthermore, we suggest such process has been escalated by an influx of newly founded firms that bring in added energy and complexity. Finally, we examine the changes leadership profile during transition. Implications for research and practice are discussed.

Journal of Leadership & Organizational Studies, Vol. 10, No. 2, 98-112 (2003)
DOI: 10.1177/107179190301000210
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?