This study tests the hypothesis that companies who move away from the traditional Hong Kong business model by adopting 'up-grading' strategies enjoy superior performance. A set of 14 variables is used to capture the dimensions of strategy, encompassing the business, technology and design domains. The results of both comparative and configurational approaches show that there are indeed performance benefits to be had. The broader implication is that Hong Kong manufacturing firms are beginning to escape the 'iron fetters' of a business model originally imposed on them by both material and ideational constraints, and to reap performance benefits as a result.
- Business Strategy
- Hong Kong
ASJC Scopus subject areas
- Business and International Management
- Economics, Econometrics and Finance (miscellaneous)
- Strategy and Management