Abstract This study examines how CEO power affects the enterprise strategic style, and whether the impacts are different under different institutional environments. It is found that when the CEO power is greater, the enterprise strategic style become more risk; when the CEO power is smaller, the enterprise strategic style become more stable; when the impact is more significant, institutional environment constraints are weaker. There is a significantly positive correlation between the aggressive style of enterprise strategy and corporate performance variability. And the enterprise strategy style plays an intermediary role between CEO power and corporate performance variability.
2015, Vol. 12 
