 UNDERSTANDING THE DIFFERENCES IN KOREAN AND U.S. EXECUTIVES’ STRATEGIC ORIENTATIONSMichael A. Hitt, M. Tina Dacin, Beverly B. Tyler and Daewoo Park Strategic Management Journal, 1997, vol. 18, issue 2, 159-167 Abstract: Competitive positioning in a global market requires an understanding of the decision processes and behavioral attributes of executives from different countries. These attributes reflect the executives’ cultural background, the national policies under which they have worked, and their home country’s level of economic development (institutional context). The current research compared strategic decision models of U.S. and Korean executives and the results suggest that criteria employed by the executives from the two countries differ. Differences in institutional context between Korea and the U.S.A. were reflected in the weightings of objective criteria used by the executives. Korean executives emphasized industry attractiveness, sales and market share (because of policies that encourage growth) and U.S. executives emphasized projected demand, discounted cash flow and ROI (because of policies and institutions that focus on profitability). The results suggest the importance of understanding the strategic orientations of international competitors, partners in international strategic alliances and managers of international subsidiaries or divisions. © 1997 by John Wiley & Sons, Ltd. Date: 1997 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:bla:stratm:v:18:y:1997:i:2:p:159-167 Ordering information: This journal article can be ordered from Access Statistics for this article More articles in Strategic Management Journal from Wiley Blackwell |
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