Convergence or Divergence? Impact of Performance Below Aspiration Level on Strategic Deviance
Bibliographic Data
| ID | 22006595 |
|---|---|
| Authors | Qingqing He (0009-0004-8675-9567, Anhui Business College), Tianjiao Zhang (0000-0002-2326-0599, Anhui Business College, corresponding author), Luyu Xing (Bozhou People's Hospital) |
| Year | 2026 |
| Volume | 16 |
| Issue | 1 |
| Publication date | 2026-01-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | SAGE Open (JOURNAL) |
| Journal identifiers | ISSN: 2158-2440 • E-ISSN: 2158-2440 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/21582440251411460 |
| OpenAlex | W7119525632 |
| Language | EN |
| References cited | 27 |
Combining strategic balance theory and enterprise behavior theory, this study explores the relationship between the performance expectation gap (i.e., the actual performance of an enterprise is lower than the expected level) and strategic distinctiveness (referring to the degree to which an enterprise’s strategic choices deviate from industry norms). Strategic distinctiveness is a key strategic behavior that reflects an enterprise’s willingness to pursue unique resource allocation and competitive positioning, which may enhance differentiation advantages but also bring legitimacy risks. On the basis of the data of all A-share listed companies in China from 2005 to 2019, the fixed effect model was determined as the benchmark analysis method through the Hausman test. This study reveals that when an enterprise’s actual performance is lower than the historical expected level, to gain competitive advantages and reverse the unfavorable situation, the enterprise tends to increase strategic distinctiveness; however, when the performance gap further expands and threatens the enterprise’s survival, owing to concerns about institutional legitimacy, the enterprise is more inclined to strategic convergence, thus resulting in an inverted U -shaped relationship between the performance expectation gap and strategic distinctiveness. Further analysis reveals that economic policy uncertainty weakens this inverted U -shaped relationship, whereas nonstate-owned enterprises (compared with state-owned enterprises) strengthen this relationship. This study expands the relevant literature on the antecedents of strategic distinctiveness, enriches strategic balance theory and enterprise behavior theory, and provides practical implications for the strategic choices of enterprises in the state of performance expectation gap
Competitive advantage · Optimal distinctiveness theory · Profit impact of marketing strategy · Strategic control · Strategic financial management · Strategic management · Strategic planning · Strategic thinking · Corporate Finance and Governance · Innovation and Knowledge Management · International Business and FDI
With or Without U? The Appropriate Test for a U-Shaped Relationship
A Behavioral Theory of R&d Expenditures and Innovations
Managerial Perspectives on Risk and Risk Taking
Measuring Economic Policy Uncertainty
Prospect Theory
The impact of the carbon emissions trading scheme on corporate strategic deviance in China
Consistent Covariance Matrix Estimation with Spatially Dependent Panel Data
Validity of Governance-Prosperity
Institutionalized Organizations
| Citation velocity | historical |
|---|---|
| Highly cited | No |