In this study I contend that the ownership type has a significant impact on the environment-strategy configurations amongst different firms in a transitional economy. The influence of ownership type on the environment-strategy configu- ration is tested, based on an analysis of surveys of 201 managers from four types of companies of China: state-owned, collectively-owned, privately-owned, and foreign joint ventures. Results support the central notion that each ownership type exhibits a distinct environment-strategy configuration, which in turn has impor- tant performance implications for the firms.
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