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Toward a Model of Organizational Co‐Evolution in Transition Economies

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  • Olga Suhomlinova

Abstract

abstract The paper presents a model of organization–environment co‐evolution, which portrays the joint impact of organizational and environmental characteristics on organizational survival. The four organizational characteristics included in the model are: (a) control structure, (b) product strategy, (c) exchange strategy, and (d) distance to the market. The three environmental characteristics are: (a) control structures, (b) competitive structures, and (c) exchange structures. In line with the general co‐evolutionary approach, the model highlights the interrelationship between micro and meso level phenomena, specifically, between firm‐level adaptation and industry‐level selection of organizational forms. The paper focuses on transition economies and uses the empirical evidence from these economies to illustrate the model's potential. The model, however, is sufficiently general to be applied in other organizational environments.

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  • Olga Suhomlinova, 2006. "Toward a Model of Organizational Co‐Evolution in Transition Economies," Journal of Management Studies, Wiley Blackwell, vol. 43(7), pages 1537-1558, November.
    • Handle: RePEc:bla:jomstd:v:43:y:2006:i:7:p:1537-1558
    DOI: 10.1111/j.1467-6486.2006.00643.x
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    1. Saul Estrin & Alan A. Bevan & Boris Kuznetsov & Mark E. Schaffer & Manuela Angelucci & Julian Fennema & Giovanni Mangiarotti, 2001. "The Determinants of Privatised Enterprise Performance in Russia," William Davidson Institute Working Papers Series 452, William Davidson Institute at the University of Michigan.
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    5. Philippe Aghion & Wendy Carlin & Mark Schaffer, 2002. "Competition, Innovation and Growth in Transition: Exploring the Interactions between Policies," William Davidson Institute Working Papers Series 501, William Davidson Institute at the University of Michigan.
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    1. Ryan, Paul & Giblin, Majella & Andersson, Ulf & Clancy, Johanna, 2018. "Subsidiary knowledge creation in co-evolving contexts," International Business Review, Elsevier, vol. 27(5), pages 915-932.
    2. Jiang, Shisong & Gong, Limin & Wang, Hua & Kimble, Chris, 2016. "Institution, strategy, and performance: A co-evolution model in transitional China," Journal of Business Research, Elsevier, vol. 69(9), pages 3352-3360.
    3. Shi, Haina & Xu, Haoping & Zhang, Xin, 2018. "Do politically connected independent directors create or destroy value?," Journal of Business Research, Elsevier, vol. 83(C), pages 82-96.
    4. Manning, Stephan & Ricart, Joan E. & Rosatti Rique, Maria Soledad & Lewin, Arie Y., 2010. "From blind spots to hotspots: How knowledge services clusters develop and attract foreign investment," Journal of International Management, Elsevier, vol. 16(4), pages 369-382, December.
    5. Ryan, Paul & Geoghegan, Will & Hilliard, Rachel, 2018. "The microfoundations of firms’ explorative innovation capabilities within the triple helix framework," Technovation, Elsevier, vol. 76, pages 15-27.
    6. Miroslav Nedelchev, 2017. "Corporate Governance and ‘Principal-Principal’ Conflicts: the Case of the Banking System in Bulgaria," Economic Studies journal, Bulgarian Academy of Sciences - Economic Research Institute, issue 1, pages 117-135.
    7. Francis, John & Mukherji, Ananda & Mukherji, Jyotsna, 2009. "Examining relational and resource influences on the performance of border region SMEs," International Business Review, Elsevier, vol. 18(4), pages 331-343, August.

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