We develop a typology of organizational forms found in Southeast Asia that contains four major archetypes, Colonial Business Groups, Family Business Groups, Government Linked Enterprises, and New Managers. We explain how the institutional environment prevailing at their founding profoundly influence the strategies and capabilities of each form. Consequently, strategic repertoires and competencies that are imperfectly aligned with environmental conditions largely delimit the capacity for organizational adaptation in the face of environmental change. We discuss the consequences of such a pattern of path dependence for each organizational form as well as the social and economic systems in which they are embedded.

Southeast Asia, colonial business groups, family business groups, institutional change, organizational adaptation
Firm Behavior (jel D21), Firm Objectives, Organization, and Behavior: General (jel L20), Firm Organization and Market Structure: Markets vs. Hierarchies; Vertical Integration; Conglomerates (jel L22), Business Administration and Business Economics; Marketing; Accounting (jel M)
Erasmus Research Institute of Management
ERIM Report Series Research in Management
Copyright 2001, M. Carney, E.R. Gedajlovic, This report in the ERIM Report Series Research in Management is intended as a means to communicate the results of recent research to academic colleagues and other interested parties. All reports are considered as preliminary and subject to possibly major revisions. This applies equally to opinions expressed, theories developed, and data used. Therefore, comments and suggestions are welcome and should be directed to the authors.
Erasmus Research Institute of Management

Carney, M, & Gedajlovic, E.R. (2001). Institutional Change and Firm Adaptation (No. ERS-2001-08-STR). ERIM Report Series Research in Management. Erasmus Research Institute of Management. Retrieved from http://hdl.handle.net/1765/75