FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2992968666> ?p ?o ?g. }

• W2992968666 startingPage "13" @default.
• W2992968666 abstract "This paper develops a framework for assessing the 'fit' between a country's culture and a generic strategy. It utilizes Hofstede's cultural dimensions together with Porter's generic business-level typology to provide a specific two country (China-US) illustration. Culture underpins strategy, affects communications process elements, and influences strategic relationships. By integrating previous research with the framework, we generate guidelines for a multinational business to use in evaluating its possible choices against national cultural dimensions. INTRODUCTION Much business research has been devoted to the 'fit' between business and various circumstances: Identifying conditions for applying generic strategies (Bartlett and Ghoshal 1987); examining national and regional environments (Douglas and Rhee 1989; Porter 1990); matching corporate cultures in joint ventures and mergers (Fedor and Werther 1996; Schneider and Barsoux 1997; Tsang 1998); globalizing (Bartlett and Ghoshal 1989; Kogut and Singh, 1988); and aligning with stakeholders (Harrison and St. John 1996). Recently, however, Buckley and Casson (1998) have called for recognition of new dimensions to corporate strategy (p.22) because of the uncertainty and volatility of the international environment. While multinational business researchers have examined broad strategy/ environment issues, less effort has focused on the link between and the dimensions of national culture. This paper explores the strategy/ culture connection with a two-country illustration involving the Porter (1985) generic typology and the Hofstede (1991) dimensions of culture. It proposes a framework for explicitly considering cultural dimensions with the dual aims of reducing environmental uncertainty and of developing guidelines for improving the multinational business - cultural environment fit. This paper contributes to the multinational business literature in three ways. First, it develops a framework for multinational business use in assessing the 'fit' between a generic and a country culture. Second, it provides insight into partner actions and competitor moves. Third, derived from the framework, it provides specific guidelines for multinational business. PROPOSED FRAMEWORK: STRATEGY/ CULTURAL DIMENSIONS 'FIT' While a number of typologies exist (Chrisman, Hofer, and Bolton 1988; Miles and Snow 1978), the most widely used model relies upon Porter (1985) (Kim and Lim 1988; Miller and Dess 1993) as do current popular strategic management texts, such as Miller (1998) and Thompson and Strickland (1998). Thus, this paper employs the basic Porter (1985) typology. Strategy is not an independent intellectual activity, rather it is a part of a logical think-anddo chain. It derives from planning, leads to action and then loops back to begin the thinkingdoing cycle again. At each link in the process-deriving the mission, developing scenarios, formulating and tactics, executing and evaluating-culture intrudes. Strategy is about figuring out how to win, whatever the game, whatever the rules, whatever the stakes. To simplify the analysis, we focus on one link in the chain, and on one type of generic strategy-cost leadership, or satisfying of customers and beating competitors with low cost and acceptable quality products and services. (Other generic strategies are: Broad differentiation which enables customers to see special value and unique qualities in a firm's products and services; and focused low-cost/ focused differentiation which aims at a narrow target market where buyer needs are distinct in terms of costs or customized requirements). Multinational business research has long acknowledged the importance of national cultural characteristics as determinants of management behavior (Cheng 1989; Rosenweig and Singh 1991). …" @default.
• W2992968666 created "2019-12-13" @default.
• W2992968666 creator A5059575149 @default.
• W2992968666 date "1999-04-01" @default.
• W2992968666 modified "2023-09-24" @default.
• W2992968666 title "Culture as a Context for Multinational Business: A Framework for Assessing the Strategy-Culture 'Fit'" @default.
• W2992968666 hasPublicationYear "1999" @default.
• W2992968666 type Work @default.
• W2992968666 sameAs 2992968666 @default.
• W2992968666 citedByCount "32" @default.
• W2992968666 countsByYear W29929686662012 @default.
• W2992968666 countsByYear W29929686662013 @default.
• W2992968666 countsByYear W29929686662014 @default.
• W2992968666 countsByYear W29929686662015 @default.
• W2992968666 countsByYear W29929686662016 @default.
• W2992968666 countsByYear W29929686662020 @default.
• W2992968666 crossrefType "journal-article" @default.
• W2992968666 hasAuthorship W2992968666A5059575149 @default.
• W2992968666 hasConcept C10138342 @default.
• W2992968666 hasConcept C144024400 @default.
• W2992968666 hasConcept C144133560 @default.
• W2992968666 hasConcept C151730666 @default.
• W2992968666 hasConcept C158016649 @default.
• W2992968666 hasConcept C162324750 @default.
• W2992968666 hasConcept C162853370 @default.
• W2992968666 hasConcept C187736073 @default.
• W2992968666 hasConcept C19165224 @default.
• W2992968666 hasConcept C193257486 @default.
• W2992968666 hasConcept C2779343474 @default.
• W2992968666 hasConcept C36289849 @default.
• W2992968666 hasConcept C67356462 @default.
• W2992968666 hasConcept C67674302 @default.
• W2992968666 hasConcept C75795011 @default.
• W2992968666 hasConcept C86803240 @default.
• W2992968666 hasConceptScore W2992968666C10138342 @default.
• W2992968666 hasConceptScore W2992968666C144024400 @default.
• W2992968666 hasConceptScore W2992968666C144133560 @default.
• W2992968666 hasConceptScore W2992968666C151730666 @default.
• W2992968666 hasConceptScore W2992968666C158016649 @default.
• W2992968666 hasConceptScore W2992968666C162324750 @default.
• W2992968666 hasConceptScore W2992968666C162853370 @default.
• W2992968666 hasConceptScore W2992968666C187736073 @default.
• W2992968666 hasConceptScore W2992968666C19165224 @default.
• W2992968666 hasConceptScore W2992968666C193257486 @default.
• W2992968666 hasConceptScore W2992968666C2779343474 @default.
• W2992968666 hasConceptScore W2992968666C36289849 @default.
• W2992968666 hasConceptScore W2992968666C67356462 @default.
• W2992968666 hasConceptScore W2992968666C67674302 @default.
• W2992968666 hasConceptScore W2992968666C75795011 @default.
• W2992968666 hasConceptScore W2992968666C86803240 @default.
• W2992968666 hasIssue "1" @default.
• W2992968666 hasLocation W29929686661 @default.
• W2992968666 hasOpenAccess W2992968666 @default.
• W2992968666 hasPrimaryLocation W29929686661 @default.
• W2992968666 hasRelatedWork W1004584821 @default.
• W2992968666 hasRelatedWork W1678912940 @default.
• W2992968666 hasRelatedWork W1966301375 @default.
• W2992968666 hasRelatedWork W1970133468 @default.
• W2992968666 hasRelatedWork W2008483490 @default.
• W2992968666 hasRelatedWork W2031871787 @default.
• W2992968666 hasRelatedWork W2042217374 @default.
• W2992968666 hasRelatedWork W2051883930 @default.
• W2992968666 hasRelatedWork W2054576440 @default.
• W2992968666 hasRelatedWork W2057392737 @default.
• W2992968666 hasRelatedWork W2069169217 @default.
• W2992968666 hasRelatedWork W2071155942 @default.
• W2992968666 hasRelatedWork W2071505436 @default.
• W2992968666 hasRelatedWork W2075837653 @default.
• W2992968666 hasRelatedWork W2140918013 @default.
• W2992968666 hasRelatedWork W2266635541 @default.
• W2992968666 hasRelatedWork W2320755657 @default.
• W2992968666 hasRelatedWork W3149395617 @default.
• W2992968666 hasRelatedWork W77666782 @default.
• W2992968666 hasRelatedWork W1978311462 @default.
• W2992968666 hasVolume "7" @default.
• W2992968666 isParatext "false" @default.
• W2992968666 isRetracted "false" @default.
• W2992968666 magId "2992968666" @default.
• W2992968666 workType "article" @default.