International Journal of Human Capital in Urban Management
Quarterly Publication

Cultural implications of business strategy-making

https://doi.org/10.7508/ijhcum.2016.01.004
Volume 1, Issue 1 - Serial Number 1
Winter 2016
Pages 31-36
International Journal of Human Capital in Urban Management

Document Type : ORIGINAL RESEARCH ARTICLE

Author

K. Fatehi

Management and Entrepreneurship Department, Coles College of Business Kennesaw State University, 560 Parliament Garden Way, Kennesaw, GA 30144-5591, USA

Abstract
The central issue in strategy formulation and implementation process, or strategy-making, is the identification of environmental forces and the preparation of a plan of action to deal with them. This necessitates scanning the environment for gathering information. Environmental scanning should enable the firm to identify these forces. Doing this not only calls for information gathering, but also for deciding what to look for, where to look, and what to select from the very large amount of information available. These steps are based on culturally programmed perception processes. Also, strategy-making requires assessing internal capabilities of the firm. Both, internal and external steps in the strategy-making process involve perception and thinking, both of which are influenced by culture. Therefore, country differences can be expected in each step. In this regard, the process of strategy making varies among managers of different cultures. This paper addresses these issues and discusses implications of cultural differences on the strategy-making process.

Keywords

Cultural impact
Culture and perception
Culture and strategy
Subjects
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  • Receive Date 01 November 2015
  • Revise Date 25 November 2015
  • Accept Date 05 December 2015

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