Convergence or Divergence of Strategic Decision Processes among 10 Nations

  • Richard C. Hoffman
  • W. Harvey Hegarty


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.


Strategic Management Strategic Decision Organizational Context National Culture Internal Context 
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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

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