Advertisement

Convergence or Divergence of Strategic Decision Processes among 10 Nations

  • Richard C. Hoffman
  • W. Harvey Hegarty

Abstract

The growth of strategic management practice and theory among industrialized countries has increased dramatically in recent years. Much of what we know about strategic management practices in use is based on studies of organizations located primarily in the United States. Moreover, studies conducted in other nations (e. g., Channon, 1973; Ghertman, 1976) have been based primarily on American theories of strategic management. The implicit assumption of these latter studies is that concepts of strategic management are transferable to other nations. Thus far, various compelling arguments opposing this view have been offered in the preceding chapters of this book by Adler, Doktor, and Redding (Chapter 2), Askanas (Chapter 4), Cooper and Cox (Chapter 3), and Osigweh (Chapter 1). Cultural, economic, or political conditions provide substantial barriers to knowledge transfer among cultures or nations. In this chapter we adopt the view espoused by Lammers (1976) that the issue concerning the relevance of management theories across national cultures is one subject to empirical investigation.

Keywords

Strategic Management Strategic Decision Organizational Context National Culture Internal Context 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Allison, G. T. (1971). Essence of decision: Explaining the Cuban missle crisis. Boston: Little, Brown.Google Scholar
  2. Bachrach, S. B., & Aiken, M. (1976). Structural and process constraints on influence in organizations: A level-specific analysis. Administrative Science Quarterly, 21, 623–642.CrossRefGoogle Scholar
  3. Bougeois, L. J. (1985). Strategic goals, perceived uncertainty, and economic performance in volatile environments. Academy of Management Journal, 28, 548–573.CrossRefGoogle Scholar
  4. Burns, T., & Stalker, G. M. (1961). The management of innovation. London: Tavistock.Google Scholar
  5. Channon, D. F. (1973). The strategy and structure of British enterprise. Boston: Harvard University.Google Scholar
  6. Crozier, M. (1964). The bureaucratic phenomenon. Chicago: University of Chicago Press.Google Scholar
  7. Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
  8. Dalton, D. R., & Kesner, I. E. (1987). Composition and CEO duality in boards of directors: An international perspective. Journal of International Business Studies, 18, 33–42.CrossRefGoogle Scholar
  9. Dun & Bradstreet. (1980a). Million dollar directory. New York: Dun & Bradstreet.Google Scholar
  10. Dun & Bradstreet. (1980b). Principal international businesses. New York: Dun & Bradstreet International.Google Scholar
  11. Duncan, R. B. (1972). The characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly, 17, 313–327.CrossRefGoogle Scholar
  12. Duncan, R. B. (1973). Multiple decision-making structures in adapting to environmental uncertainty: The impact on organizational effectiveness. Human Relations, 26, 273–291.CrossRefGoogle Scholar
  13. Farh, J. L., Hoffman, R. C., & Hegarty, W. H. (1984). Assessing environmental scanning at the subunit level: A multitrait-multimethod analysis. Decision Sciences, 15, 197–220.CrossRefGoogle Scholar
  14. Ghertman, M. (1976). The strategy formulation process of the foreign subsidiary of a french multinational corporation. International Studies of Management and Organization, VI, 27–53.Google Scholar
  15. Gouy, M. (1978). Strategic decision making in large European firms. Long Range Planning, 14, 41–48.Google Scholar
  16. Granick, D. (1972). Industrial management in four developed countries: France, Britain, United States and Russia. Cambridge, MA: M.I.T. Press.Google Scholar
  17. Haire, M., Ghiselli, E. E., & Porter, L. W. (1966). Management thinking: An international study. New York: Wiley.Google Scholar
  18. Hambrick, D. C. (1981). Environment, strategy, and power within top management teams. Administrative Science Quarterly, 26, 253–276.CrossRefGoogle Scholar
  19. Heller, F. A., & Wilpert, B. (1981). Competence and power in managerial decision-making: A study of senior levels of organization in eight countries. New York: Wiley.Google Scholar
  20. Hickson, D. J., & McMillan, C. J. (1981). Organization and nation: The Aston Programme TV. Westmead, Hampshire, England: Gower.Google Scholar
  21. Hickson, D. J., Hinings, C. B., Lee, C. A., Schneck, R. E., & Pennings, J. N. (1971). A strategic contingencies’ theory of intraorganizational power. Administrative Science Quarterly, 16, 216–229.CrossRefGoogle Scholar
  22. Hinings, C. R., Hickson, D. J., Pennings, J. N., & Schneck, R. E. (1974). Structural conditions of intraorganizational power. Administrative Science Quarterly, 19, 22–44.CrossRefGoogle Scholar
  23. Hoffman, R. C., & Hegarty, W. H. (1983). A model for development of a data collection instrument. Proceedings of the Annual Meeting of the Academy of Management. Dallas, Texas.Google Scholar
  24. Horovitz, J. (1980). Top management control in europe. London: Macmillan.Google Scholar
  25. Jemison, D. B. (1981). Organizational versus environmental sources of influence in strategic decision making. Strategic Management Journal, 2, 77–89.CrossRefGoogle Scholar
  26. Kerlinger, F. N., & Pedhazur, E. J. (1973). Multiple regression in behavioral research. New York: Holt, Rinehart & Winston.Google Scholar
  27. Kassem, M. S. (1976). Introduction: European versus American organization theories. In G. Hofstede & M. S. Kassem (Eds.), European contributions to organization theory (pp. 1–17). Amsterdam: Van Gorcum.Google Scholar
  28. Khandwalla, P. (1977). The design of organizations. New York: Harcourt Brace Jovanovich.Google Scholar
  29. Lammers, C. J. (1976). Towards the internationalization of the organization sciences. In G. Hofstede & M. S. Kassem (Eds.), European contributions to organization theory (pp. 25–42). Amsterdam: Van Gorcum.Google Scholar
  30. Mazzolini, R. (1979). Government controlled enterprises: International strategic and policy decisions. New York: John Wiley & Sons.Google Scholar
  31. Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. New York: McGraw-Hill.Google Scholar
  32. Norburn, D. (1987). Corporate leaders in Britain and America: A cross-national analysis. Journal of International Business Studies, 18, 15–32.CrossRefGoogle Scholar
  33. O’Connell, J., & Zimmerman, J. W. (1979). Scanning the international environment. California Management Review, 22, 15–23.CrossRefGoogle Scholar
  34. Pugh, D., Hickson, D., Hinings, C., & Turner, C. (1969). The context of organization structures. Administrative Science Quarterly, 14, 91–114.CrossRefGoogle Scholar
  35. Quinn, J. B. (1980). Strategies for change: Logical incrementalism. Homewood, IL: Richard D. Irwin.Google Scholar
  36. Ronen, S., & Shenkar, O. (1985). Clustering countries on attitudinal dimensions: A review and synthesis. Academy of Management Review, 10, 435–454.Google Scholar
  37. Schendel, D. E., & Hofer, C. W. (Eds.). (1979). Strategic management: A new view of business policy and planning. Boston: Little, Brown.Google Scholar
  38. Steiner, G. A. (1979). Strategic planning. New York: Free Press.Google Scholar
  39. U.S. Department of Commerce, Bureau of Census. (1984). Statistical Abstract of the United States—1984, 104th ed. Washington, DC: U.S. Government Printing OfficGoogle Scholar
  40. Webber, R. A. (1969). Convergence or divergence? Columbia Journal of World Business, IV, 75–83.Google Scholar

Copyright information

© Springer Science+Business Media New York 1989

Authors and Affiliations

  • Richard C. Hoffman
    • 1
  • W. Harvey Hegarty
    • 2
  1. 1.College of Business and EconomicsUniversity of DelawareNewarkUSA
  2. 2.Graduate School of BusinessIndiana UniversityBloomingtonUSA

Personalised recommendations