Strategic Reorientation and Responses to the Asian Financial Crisis: The Case of the Manufacturing Industry in Singapore
Taking the Asian financial crisis as a base model that triggers decline among manufacturing firms in Singapore, this paper identified two main strategies taken: offensive strategic reorientation and defensive strategic shift. We hypothesized that firms that adopt the offensive strategic reorientatio...
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sg-smu-ink.lkcsb_research-36692016-02-11T16:23:46Z Strategic Reorientation and Responses to the Asian Financial Crisis: The Case of the Manufacturing Industry in Singapore TAN, Hwee Hoon SEE, Hai Hui Taking the Asian financial crisis as a base model that triggers decline among manufacturing firms in Singapore, this paper identified two main strategies taken: offensive strategic reorientation and defensive strategic shift. We hypothesized that firms that adopt the offensive strategic reorientation strategy attributed decline to controllable factors, have a higher level of slack, and are bigger in size. On the other hand, firms that adopt defensive strategic shift attributed decline to uncontrollable factors, are under greater severity of decline, have a lower level of slack and are smaller in size. We found significant relationships for the defensive strategic shift strategy. 2004-03-01T08:00:00Z text https://ink.library.smu.edu.sg/lkcsb_research/2670 info:doi/10.1023/B:APJM.0000024083.66366.b1 https://doi.org/10.1023/B:APJM.0000024083.66366.b1 Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Asian Studies Business Organizational Behavior and Theory Strategic Management Policy |
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Asian Studies Business Organizational Behavior and Theory Strategic Management Policy TAN, Hwee Hoon SEE, Hai Hui Strategic Reorientation and Responses to the Asian Financial Crisis: The Case of the Manufacturing Industry in Singapore |
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Taking the Asian financial crisis as a base model that triggers decline among manufacturing firms in Singapore, this paper identified two main strategies taken: offensive strategic reorientation and defensive strategic shift. We hypothesized that firms that adopt the offensive strategic reorientation strategy attributed decline to controllable factors, have a higher level of slack, and are bigger in size. On the other hand, firms that adopt defensive strategic shift attributed decline to uncontrollable factors, are under greater severity of decline, have a lower level of slack and are smaller in size. We found significant relationships for the defensive strategic shift strategy. |
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TAN, Hwee Hoon SEE, Hai Hui |
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TAN, Hwee Hoon SEE, Hai Hui |
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TAN, Hwee Hoon |
title |
Strategic Reorientation and Responses to the Asian Financial Crisis: The Case of the Manufacturing Industry in Singapore |
title_short |
Strategic Reorientation and Responses to the Asian Financial Crisis: The Case of the Manufacturing Industry in Singapore |
title_full |
Strategic Reorientation and Responses to the Asian Financial Crisis: The Case of the Manufacturing Industry in Singapore |
title_fullStr |
Strategic Reorientation and Responses to the Asian Financial Crisis: The Case of the Manufacturing Industry in Singapore |
title_full_unstemmed |
Strategic Reorientation and Responses to the Asian Financial Crisis: The Case of the Manufacturing Industry in Singapore |
title_sort |
strategic reorientation and responses to the asian financial crisis: the case of the manufacturing industry in singapore |
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Institutional Knowledge at Singapore Management University |
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2004 |
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https://ink.library.smu.edu.sg/lkcsb_research/2670 https://doi.org/10.1023/B:APJM.0000024083.66366.b1 |
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1770570503454457856 |