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Fast adaptation, strategic flexibility and entrepreneurial roles

Yuan Li (Antai College of Economics and Management, Shanghai Jiaotong University, Shanghai, People's Republic of China)
Zhongfeng Su (School of Business, Nanjing University, Nanjing, People's Republic of China)
Yi Liu (Antai College of Economics and Management, Shanghai Jiaotong University, Shanghai, People's Republic of China)
Mingfang Li (Department of Management, California State University, Northridge, Northridge, California, USA)

Chinese Management Studies

ISSN: 1750-614X

Article publication date: 30 August 2011

Abstract

Purpose

Strategic change is critical for firms suffering greater environmental uncertainty, but how can firms change their strategies quickly? The purpose of this paper is to examine the impact of entrepreneurial orientation (EO) on the speed of strategic change (SSC) together with the moderating effect of strategic flexibility (composed of resource flexibility (RF) and coordination flexibility (CF)).

Design/methodology/approach

A survey instrument of 351 Chinese firms obtained through the face‐to‐face interview method is used to empirically test the hypotheses.

Findings

This study finds that EO has a positive impact on the SSC. In addition, the moderating effect of RF on the relationship between EO and the SSC is inverse U‐shaped, while that of CF is positive. The findings indicate that both EO and strategic flexibility are important antecedents of the SSC.

Originality/value

This study adds an in‐depth understanding on the roles of EO and strategic flexibility as the antecedents of the SSC.

Keywords

Citation

Li, Y., Su, Z., Liu, Y. and Li, M. (2011), "Fast adaptation, strategic flexibility and entrepreneurial roles", Chinese Management Studies, Vol. 5 No. 3, pp. 256-271. https://doi.org/10.1108/17506141111163354

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited