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2) What might be the similarity and differences in political strategies between firms in Chinese environment and western environment? 2.2 Sample and Data The pilot study spanned from April to June 2003, during which 20 EMBA students with the working experience exceeding eight years were interviewed. Before the interviewing, we designed an outline to guide the discussion based on the existing literature of political strategy (Davis, 1998; Getz, 1993, 1997; Yoffie, 1987; Hillman and Keim, 1995; Hillman and Hitt, 1999; Keim, 1981; Sethi, 1982; Rehbein & Schuler, 1995; etc.). Following this, a multi-dimensional questionnaire comprising 39 variables (marked as Q1 to Q39 in table 1) was drawn up: Likert scale was used to measure the responses and it ranged from 1 (very low) to 5 (very high). The questionnaire was then used in a survey from January to May 2004 and involved EMBA and MBA students of Huazhong University of Science and Technology. These students typically hold top managerial positions at subsidiary level or above from firms in Hubei, Henan, Guangdong, and Fujian provinces. A total of 350 questionnaires were distributed, and 233 were returned. Eliminating the invalid questionnaires, we obtained 201 valid questionnaires, giving us a response rate of 57.43 per cent. These valid responses come from SOEs (51.24%), stated owned holding firms (12.44%), stock firms (16.42%), foreign invested firms (6.47%), private firms (13.43%)[1]. 2.3 Validity and reliability We analyzed the reliability and validity of questionnaire following closely suggestions by Churchill (1979) that the corrected item total correlation (CITC) should not be smaller than 0.5 and Peterson (1994) that Cronbach’s alpha should not be smaller than 0.7. Next the construct validity of questionnaire was tested by means of the principal components analysis. The results of the analysis showed the reliability and validity met the requirement of having KMO (Kaiser-Meyer-Olkin) value greater than 0.5. Due to the limitation of paper, the process of reliability and validity analysis is not explained in detail. 3 Research Results In this part, we firstly classified the variables that composed corporate political strategy by factor analysis, then analyzed the extent of strategy usage by the “means” of responses for each variable. Corporate political strategies (CPS) were classified into eight types and each type of political strategy consisted of a number of political tactics or actions, referring to table 1. Among them, the factor of “government involvement strategies” explained 14.581% of the variance in the CPS variables, while the other factors of “direct participation strategies”, “government association strategies”, “financial incentive strategies”, “prolocutor strategies”, “institution innovation strategies”, “information consultation strategies” and “societal force mobilization strategies” are basically lower than 11 percent. The loadings of all the variables with the exception of Q2, Q33, Q16 and Q15 are higher 0.5. The factors concerning political strategies explain the 66.753 percent of total variance, reflecting the level of the usage of political strategies of Chinese firms. In addition, α coefficients of those factors are also higher than 0.7 through reliability analysis. In our analysis we classify the extent of usage of each tactics into three categories, such as “low (mean<2)”, “moderate (2≤mean<3)”, “high (mean≥3)” according to the mean value in tab