Self-Limiting Dominant Logic: An Exploratory Study of Chinese Entrepreneurial Firms

Abstract

Previous research has found that cognitive frame, mental models, and schema embody a dominant logic of firms that structure the behavioral routines of managers and can become a central force shaping a firm's decisions and actions. This exploratory study seeks to provide insight into an emerging dominant logic among recently established private-sector Chinese enterprises. Using multiple case studies of Chinese entrepreneurial firms, we identify convergence on a surprisingly similar dominant logic based on closely aligned concepts and accompanying behaviors: a defensive perspective of business environment; a conservative strategic decision-making process; and full involvement of owners and top managers in daily operations that substitute for development of elaborate routines and systems. Although a dominant logic may facilitate decision making and growth, it may also act as a perceptual blinder limiting opportunity search as firms seek to minimize risk in an uncertain environment.

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