Hybrid strategy and firm performance: a time-series qualitative comparative analysis of the Chinese ICT sector

IF 2.7 4区管理学 Q2 MANAGEMENT

Journal of Organizational Change Management Pub Date : 2023-07-24 DOI:10.1108/jocm-01-2023-0027

Y. Tao, Hongyan Ke, Ziye Zhang

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Abstract

PurposeThe paper examines whether the hybrid strategy can generate high performance and what hybrid strategy configurations are more conducive to high performance.Design/methodology/approachThis paper explores the complex causal relationships between six strategic elements (marketing, growth, R&D, capital, efficiency, stability) and firm performance. From a configurational approach, the authors utilize necessary condition analysis, time-series qualitative comparative analysis, and typical case extraction techniques to analyze 944 balanced panel data from 118 Chinese ICT firms during 2013–2020.FindingsChinese ICT sector firms do not rely on pure strategies (prospector or defender) to achieve high performance. The hybrid strategy is conducive to high performance. Only specific hybrid strategy configurations, including stable growth, innovative efficiency, and two-way player types, could enable firms to perform well. Six strategic elements do not constitute a necessary condition for high performance.Originality/valueThis paper proposed an integrated qualitative comparative analysis scheme, proved the effectiveness of the hybrid strategy on firm performance, and revealed how hybrid strategy configurations generate high performance.

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混合战略与企业绩效：中国ICT行业的时间序列定性比较分析

目的研究混合策略能否产生高性能，以及哪种混合策略配置更有利于实现高性能。本文探讨了六个战略要素(营销、增长、研发、资本、效率、稳定性)与企业绩效之间复杂的因果关系。本文采用配置分析方法，运用必要条件分析、时间序列定性比较分析和典型案例提取技术，对2013-2020年118家中国ICT企业的944个平衡面板数据进行了分析。研究发现，中国ICT行业企业并不依赖纯战略(探矿者或防御者)来实现高绩效。混合策略有利于提高性能。只有特定的混合战略配置，包括稳定增长、创新效率和双向参与者类型，才能使企业表现良好。六个战略要素并不构成高绩效的必要条件。原创性/价值本文提出了一种整合的定性比较分析方案，证明了混合战略对企业绩效的有效性，揭示了混合战略配置如何产生高绩效。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of Organizational Change Management MANAGEMENT-

CiteScore

5.80

自引率

3.60%

发文量

期刊介绍： ■Adapting strategic planning to the need for change ■Leadership research ■Responsibility for change implementation and follow-through ■The psychology of change and its effect on the workforce ■TQM - will it work in your organization? Successful organizations respond intelligently to factors which precipitate change. Economic climates, political trends, changes in consumer demands, management policy or structure, employment levels and financial resources - all these elements are constantly at play to ensure that organizations clinging on to static structures will ultimately lose out. But change is a dynamic and alarming thing - this journal addresses how to manage it positively.