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<p>The term “discrepancy” originates from the Latin “discrepantia,” meaning the noticeable difference between two things that are assumed to be the same. Strategic cognition and actions are critical to firm growth. While existing literature has underscored the relationship between strategic cognition and actions, limited research has been devoted to comprehending the role of inconsistency between them on firm performance. In light of this gap, our study concentrates on SADI (specialization, advancement, differentiation, and innovation) firms who are niche leaders with the characteristics of hidden champions in China to investigate how the inconsistency between strategic cognition and action affects firm performance, especially considering structural differences between strategic cognition and action, in the configurations of multi-dimensional strategic orientations. Analyzing a comprehensive sample comprising 1222 Chinese-listed SADI firms spanning the period of 2012 to 2021, our findings reveal a substantial inverted U-shaped relationship between strategic cognition-action inconsistency and firm performance. Moreover, we identify firm age and industry concentration as crucial boundary conditions, which amplify the steepness of the inverted U-shaped relationship. By offering innovative theoretical exploration and empirical evidence, this study sheds light on the advantages and disadvantages of the strategic cognition-action inconsistency of SADI firms operating under four-dimensional strategic orientations.</p>

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Discrepancy is not always evil: The effect of inconsistency between strategic cognition and action on SADI firms’ performance in China

  • 期刊论文

  • 发表日期：

    2025年2月7日

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  • Linan Lei,
  • Yichu Zhang,
  • Ziyan Tan,
  • Yeqi Wang

摘要

The term “discrepancy” originates from the Latin “discrepantia,” meaning the noticeable difference between two things that are assumed to be the same. Strategic cognition and actions are critical to firm growth. While existing literature has underscored the relationship between strategic cognition and actions, limited research has been devoted to comprehending the role of inconsistency between them on firm performance. In light of this gap, our study concentrates on SADI (specialization, advancement, differentiation, and innovation) firms who are niche leaders with the characteristics of hidden champions in China to investigate how the inconsistency between strategic cognition and action affects firm performance, especially considering structural differences between strategic cognition and action, in the configurations of multi-dimensional strategic orientations. Analyzing a comprehensive sample comprising 1222 Chinese-listed SADI firms spanning the period of 2012 to 2021, our findings reveal a substantial inverted U-shaped relationship between strategic cognition-action inconsistency and firm performance. Moreover, we identify firm age and industry concentration as crucial boundary conditions, which amplify the steepness of the inverted U-shaped relationship. By offering innovative theoretical exploration and empirical evidence, this study sheds light on the advantages and disadvantages of the strategic cognition-action inconsistency of SADI firms operating under four-dimensional strategic orientations.