, Volume 26, Issue 4, pp 701-717
Date: 30 May 2009

Behind organizational slack and firm performance in China: The moderating roles of ownership and competitive intensity

Rent the article at a discount

Rent now

* Final gross prices may vary according to local VAT.

Get Access


Extensive studies of the organizational slack–performance relationship offer mixed findings in developed economies while little research attends to transition economies. Replicating and extending earlier work by Tan and Peng (2003), this study examines the relationship between organizational slack and firm performance in China and focuses on the moderating effects of firm ownership and competitive intensity. Empirical findings based on longitudinal data from 60,945 firms during 1998–2002 suggest that the impact of organizational slack on performance is stronger for private enterprises than for SOEs and foreign-invested enterprises. Furthermore, industry competitive intensity positively moderates the effect of organizational slack on performance. In a three-way interaction effect, the moderating effect of competitive intensity on the organizational slack–performance relationship is weaker in SOEs than in private enterprises and foreign invested enterprises.

We thank the Editor-in-Chief Mike W. Peng and the two anonymous reviewers for their insightful and constructive comments.