National Culture and Strategic Change in Belief Formation

Lívia Markóczy
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Lívia Markóczy: University of California, Riverside

Journal of International Business Studies, 2000, vol. 31, issue 3, 427-442

Abstract: This paper studies strategy related beliefs in five organizations in Hungary with substantial foreign participation. We find that one of the strongest determinants of similarity of beliefs was being a member of the functional area favored by the strategic change. The effect of being in the favored area was greater than the effect of all other individual characteristics, including nationality.© 2000 JIBS. Journal of International Business Studies (2000) 31, 427–442

Date: 2000
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