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Adapting adaptation: Expanding adaptive strategy theory to account for the East Asian business context

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  • Fowler, Randy
  • Gajewska-De Mattos, Hanna
  • Chapman, Malcolm

Abstract

This paper extends international business theory by providing insights into contextual boundaries of the dominant strategic adaptation model, based on assumptions of low power distance and a bottom-up management style. We challenge them by examining the context of Asian organizations with contrasting management style and ask how it is possible for them to adapt. We propose a supplementary “top-down” model of adaptation, supported by empirical data from East Asian organizations. The model involves low autonomy of lower- and middle-level managers, but fluid communication from bottom to top, enabling informed but authoritarian adaptive decision-making exclusively at the behest of top management.

Suggested Citation

  • Fowler, Randy & Gajewska-De Mattos, Hanna & Chapman, Malcolm, 2018. "Adapting adaptation: Expanding adaptive strategy theory to account for the East Asian business context," Journal of World Business, Elsevier, vol. 53(3), pages 323-336.
    • Handle: RePEc:eee:worbus:v:53:y:2018:i:3:p:323-336
    DOI: 10.1016/j.jwb.2017.06.008
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    Cited by:

    1. Srivastava, Saurabh & Singh, Shiwangi & Dhir, Sanjay, 2020. "Culture and International business research: A review and research agenda," International Business Review, Elsevier, vol. 29(4).
    2. Moore, Fiona, 2020. "Multiple interpretations of “national culture” and the implications for International business: The case of Taiwan," Journal of World Business, Elsevier, vol. 55(5).
    3. Shi, Jincheng, 2024. "Adaptive change: Emerging economy enterprises respond to the international business environment challenge," Technovation, Elsevier, vol. 133(C).

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