Cultural influences on the process of strategic management: using scenario planning for decision making in multinational corporations
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer
[2022]
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| Schriftenreihe: | MIR Series in International Business
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xviii, 378 Seiten Illustrationen |
| ISBN: | 9783030866594 |
| ISSN: | 2511-2252 |
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| adam_text | Contents 1 2 Introduction and Problem Statement....................................................... 1.1 Strategie Management as Enabler of Organizational Success........... 1.2 The Strategie Management of MNCs Caught between Globally Standardized and Locally Adapted Practices..................................... 1.2.1 The Strategic Management of MNCs as Response to Internal Perceptions........................................................... 1.2.2 The Strategic Management of MNCs as Response to External Contingencies..................................................... 1.2.3 The Need for Adaptation of MNCs’ Strategic Management Processes......................................................... 1.3 Cultural Sensitivity of Strategic Management as Neglected Part of Management Research.................................................... 14 1.4 Objective, Academic, and Practical Relevance and Outline of the Book.................................................................................. 17 1.4.1 The Academic Relevance of this Thesis................................ 1.4.2 The Practical Relevance of this Thesis.................................. 1.4.3 Outline.................................................................................... References...................................................................................................... What Is Strategic Management and Why Do We Need It: Theoretical Foundations of Strategic Management............................... 2.1 Literature Analysis Methodology........................................................
2.2 Underlying Understanding of Strategic Management........................ 2.2.1 A Short History of Strategic Management........................... 2.2.2 Understanding of Management, Strategic Management, and Strategy............................................ 2.2.3 The Core Theories of Strategic Management...................... 2.3 Strategic Management’s Entitlement to Exist.................................... 2.3.1 Opposing Arguments Against Strategic Management. ... 1 1 4 6 7 10 18 21 22 23 33 33 34 34 41 54 64 64 xiii
xiv Contents Supporting Arguments in Favor of Strategic Management............................................................ 65 2.3.3 The Role of Strategic Management in Times of Uncertainty.......................................................... 67 2.3.4 The Organizational Component of Strategic Management.................................. 70 2.3.5 Conclusion on Strategic Management’s Entitlement to Exist............. .... 71 2.4 The Strategic Management Process ................................................... 2.4.1 Environmental Scanning. ....................................................... 2.4.2 Strategy Formulation............................................................... 2.4.3 Strategy Implementation......................................................... 2.4.4 Evaluation and Control........................................................... 2.5 Is Strategic Management Universally Valid?..................................... 2.5.1 Institutional Differences as Influencing Factor for Strategic Management...................................................... 2.5.2 Market/Industry Structure as Influencing Factor for Strategic Management..................................................... 2.5.3 Organizational Factors as Influencing Factor for Strategic Management...................................................... 2.6 The Strategic Management Process of MNCs in the Field of Tension Between Internal and External Forces.................... 95 2.6.1 The Structure of MNCs’Strategic Management
Processes................................................................................ 2.6.2 The Actors of MNCs’Strategic Management Processes.. . 2.6.3 Procedural Justice as Organizational Response to Ensure Efficiency in the Strategic Management Process of MNCs................ .................... 2.6.4 Coordination and Control Mechanisms as Enabler of MNCs’Strategic Management Processes........... . 112 2.7Chapter Conclusion.................................................................................. References...................................................................................................... 2.3.2 3 The Influence of Culture on Strategic Management and Its Processes.................................................................................................. 3.1 A Conceptualization of Culture........................................................... 3.1.1 What Is Culture: A Review of Definitions of Culture... . 3.1.2 Three Cultural Levels............................................................. 3.1.3 Hofstede’s Cultural Framework............................................. 3.2 The Cultural Sensitivity Aspects of Strategic Management.............. 3.2.1 The Culture-Free and Culture-Bound Streams.................... 3.2.2 Existing Understanding of Academia on the Impact of Culture on Aspects of Strategic Management.. 172 3.3 Long-Term Planning as Highly Culturally Sensitive Element of Strategic Management............................................................ 184 72 73 79 81 83 84 86 91 93 96 105 110 115 116 137 139 139 142 154 166
166
Contents XV 3.3.1 The Importance of Long-Term Planning in Strategic Management.......... 184 3.3.2 Methods and Tools for Long-Term Planning....................... 3.3.3 Culturally Sensitive Elements of Long-Term Planning. . . 3.3.4 Scenario Planning as Example of a Long-Term Planning Method Sensitive to Culture........... 197 3.4 Chapter Conclusion. ............................................................................ References...................................................................................................... 186 189 219 220 4 Development of the Research Modiel........................................................ 4.1 Research Question of This Study....................................................... 4.2 Differentiation of MNCs’ Strategic Management Processes............. 4.2.1 The Social Component of MNCs’ Strategic Management Processes........ .................................. 242 4.2.2 The Institutional Component of MNCs’ Strategic Management Processes........................................... 244 4.2.3 The Cultural Sensitivity of MNCs’ Strategic Management Processes.......................................... 245 4.3 Hypotheses Development.............. ............... References...................................................................................................... 239 239 241 5 Methodology..................................................... 5.1 Research Design.................................................................................. 5.1.1
Survey.................................................................................... 5.2 Variables and their Operationalization............................................... 5.2.1 Dependent Variables............................................................. 5.2.2 Independent Variables and CVSCALE Control Variables.................................................................. 283 5.2.3 Other Control Variables........................................................ 5.3 Data Analysis....................................................................................... References...................................................................................................... 269 269 270 276 277 6 Results........................................................................................................... 6.1 Sample Description............................................................................... 6.2 Measurement Testing. .......................................................................... 6.2.1 Dependent Variables............................................................. 6.2.2 Independent Variables and CVSCALE Control Variables.................................................................. 306 6.3 Hypotheses Testing............................................................................... 6.3.1 Hl: The Cultural Sensitivity of the Preference for Scenario Planning as Selected Long-Term Planning. . 6.3.2 H2: The Cultural Sensitivity of the Preference for the Focal Question Development in the Scenario Planning
Process.................................................................................... 6.3.3 H3: The Cultural Sensitivity of the Planning Horizon of a Scenario Planning Exercise........................................... 250 262 285 286 291 297 297 300 300 311 312 320 320
xvi Contents Н4: The Cultural Sensitivity of the Approach of Driving Force Research in the Scenario Planning Process............... 6.3.5 H5: The Cultural Sensitivity of the Extent of Driving Force Research in the Scenario Planning Process............... 6.3.6 H6: The Cultural Sensitivity of the Perception for the Involvement of External Experts in the Scenario Planning.................................................................................. 6.3.7 H7: The Cultural Sensitivity of the Preference for the Scenario Narrative Content in the Scenario Planning Process....................................... 6.3.8 H8: The Cultural Sensitivity of the Preference for Strategic Options of a Scenario Exercise in the Scenario. Planning Process. . . ՜................ 6.3.9 H9: The Cultural Sensitivity of the Preference for Scenario Monitoring and Evaluation in the Scenario Planning Process.................................................................... 6.3.10 Hypotheses Testing Based on Hofstede Scores................... 6.4 Result Summaryand Evaluation of Leading Questions..................... References...................................................................................................... 6.3.4 321 322 325 326 326 328 328 328 335 7 Discussion....................................................................................................... 7.1 Theoretical Implications for Strategic Management Research......... 7.2 Practical Implications for Strategic Management.............................. 7.3
Limitations............................................................................................ 7.4 Future Research.................................................................................... 7.5 Conclusion............................................................................................ References...................................................................................................... 337 340 342 349 352 353 354 Appendix A: OnlineSurvey [English Version].................................... 357 Appendix B: Detailed Analysis of Hypotheses Testing Based on Hofstede Scores............................................................................................. 367 Appendix C: Significance Test with Holm’s Sequential Bonferroni Procedure with Hofstede Results..................................................................... 371 Appendix D: Results of the Hypothesis Tests Using Hierarchical Regression with Hofstede Dimensions (H1-H3)............................................ 373 Appendix E: Results of the Hypothesis Tests Using Hierarchical Regression with Hofstede Dimensions (H4-H6)............................................ 375 Appendix F: Results of the Hypothesis Tests Using Hierarchical Regression with Hofstede Dimensions (H7-H9).................... 377
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| adam_txt |
Contents 1 2 Introduction and Problem Statement. 1.1 Strategie Management as Enabler of Organizational Success. 1.2 The Strategie Management of MNCs Caught between Globally Standardized and Locally Adapted Practices. 1.2.1 The Strategic Management of MNCs as Response to Internal Perceptions. 1.2.2 The Strategic Management of MNCs as Response to External Contingencies. 1.2.3 The Need for Adaptation of MNCs’ Strategic Management Processes. 1.3 Cultural Sensitivity of Strategic Management as Neglected Part of Management Research. 14 1.4 Objective, Academic, and Practical Relevance and Outline of the Book. 17 1.4.1 The Academic Relevance of this Thesis. 1.4.2 The Practical Relevance of this Thesis. 1.4.3 Outline. References. What Is Strategic Management and Why Do We Need It: Theoretical Foundations of Strategic Management. 2.1 Literature Analysis Methodology.
2.2 Underlying Understanding of Strategic Management. 2.2.1 A Short History of Strategic Management. 2.2.2 Understanding of Management, Strategic Management, and Strategy. 2.2.3 The Core Theories of Strategic Management. 2.3 Strategic Management’s Entitlement to Exist. 2.3.1 Opposing Arguments Against Strategic Management. . 1 1 4 6 7 10 18 21 22 23 33 33 34 34 41 54 64 64 xiii
xiv Contents Supporting Arguments in Favor of Strategic Management. 65 2.3.3 The Role of Strategic Management in Times of Uncertainty. 67 2.3.4 The Organizational Component of Strategic Management. 70 2.3.5 Conclusion on Strategic Management’s Entitlement to Exist. '. 71 2.4 The Strategic Management Process . 2.4.1 Environmental Scanning. . 2.4.2 Strategy Formulation. 2.4.3 Strategy Implementation. 2.4.4 Evaluation and Control. 2.5 Is Strategic Management Universally Valid?. 2.5.1 Institutional Differences as Influencing Factor for Strategic Management. 2.5.2 Market/Industry Structure as Influencing Factor for Strategic Management. 2.5.3 Organizational Factors as Influencing Factor for Strategic Management. 2.6 The Strategic Management Process of MNCs in the Field of Tension Between Internal and External Forces. 95 2.6.1 The Structure of MNCs’Strategic Management
Processes. 2.6.2 The Actors of MNCs’Strategic Management Processes. . 2.6.3 Procedural Justice as Organizational Response to Ensure Efficiency in the Strategic Management Process of MNCs. . 2.6.4 Coordination and Control Mechanisms as Enabler of MNCs’Strategic Management Processes. . 112 2.7Chapter Conclusion. References. 2.3.2 3 The Influence of Culture on Strategic Management and Its Processes. 3.1 A Conceptualization of Culture. 3.1.1 What Is Culture: A Review of Definitions of Culture. . 3.1.2 Three Cultural Levels. 3.1.3 Hofstede’s Cultural Framework. 3.2 The Cultural Sensitivity Aspects of Strategic Management. 3.2.1 The Culture-Free and Culture-Bound Streams. 3.2.2 Existing Understanding of Academia on the Impact of Culture on Aspects of Strategic Management. 172 3.3 Long-Term Planning as Highly Culturally Sensitive Element of Strategic Management. 184 72 73 79 81 83 84 86 91 93 96 105 110 115 116 137 139 139 142 154 166
166
Contents XV 3.3.1 The Importance of Long-Term Planning in Strategic Management. 184 3.3.2 Methods and Tools for Long-Term Planning. 3.3.3 Culturally Sensitive Elements of Long-Term Planning. . . 3.3.4 Scenario Planning as Example of a Long-Term Planning Method Sensitive to Culture. 197 3.4 Chapter Conclusion. . References. 186 189 219 220 4 Development of the Research Modiel. 4.1 Research Question of This Study. 4.2 Differentiation of MNCs’ Strategic Management Processes. 4.2.1 The Social Component of MNCs’ Strategic Management Processes. . 242 4.2.2 The Institutional Component of MNCs’ Strategic Management Processes. 244 4.2.3 The Cultural Sensitivity of MNCs’ Strategic Management Processes. 245 4.3 Hypotheses Development. . References. 239 239 241 5 Methodology. 5.1 Research Design. 5.1.1
Survey. 5.2 Variables and their Operationalization. 5.2.1 Dependent Variables. 5.2.2 Independent Variables and CVSCALE Control Variables. 283 5.2.3 Other Control Variables. 5.3 Data Analysis. References. 269 269 270 276 277 6 Results. 6.1 Sample Description. 6.2 Measurement Testing. . 6.2.1 Dependent Variables. 6.2.2 Independent Variables and CVSCALE Control Variables. 306 6.3 Hypotheses Testing. 6.3.1 Hl: The Cultural Sensitivity of the Preference for Scenario Planning as Selected Long-Term Planning. . 6.3.2 H2: The Cultural Sensitivity of the Preference for the Focal Question Development in the Scenario Planning
Process. 6.3.3 H3: The Cultural Sensitivity of the Planning Horizon of a Scenario Planning Exercise. 250 262 285 286 291 297 297 300 300 311 312 320 320
xvi Contents Н4: The Cultural Sensitivity of the Approach of Driving Force Research in the Scenario Planning Process. 6.3.5 H5: The Cultural Sensitivity of the Extent of Driving Force Research in the Scenario Planning Process. 6.3.6 H6: The Cultural Sensitivity of the Perception for the Involvement of External Experts in the Scenario Planning. 6.3.7 H7: The Cultural Sensitivity of the Preference for the Scenario Narrative Content in the Scenario Planning Process. 6.3.8 H8: The Cultural Sensitivity of the Preference for Strategic Options of a Scenario Exercise in the Scenario. Planning Process. . . ՜. 6.3.9 H9: The Cultural Sensitivity of the Preference for Scenario Monitoring and Evaluation in the Scenario Planning Process. 6.3.10 Hypotheses Testing Based on Hofstede Scores. 6.4 Result Summaryand Evaluation of Leading Questions. References. 6.3.4 321 322 325 326 326 328 328 328 335 7 Discussion. 7.1 Theoretical Implications for Strategic Management Research. 7.2 Practical Implications for Strategic Management. 7.3
Limitations. 7.4 Future Research. 7.5 Conclusion. References. 337 340 342 349 352 353 354 Appendix A: OnlineSurvey [English Version]. 357 Appendix B: Detailed Analysis of Hypotheses Testing Based on Hofstede Scores. 367 Appendix C: Significance Test with Holm’s Sequential Bonferroni Procedure with Hofstede Results. 371 Appendix D: Results of the Hypothesis Tests Using Hierarchical Regression with Hofstede Dimensions (H1-H3). 373 Appendix E: Results of the Hypothesis Tests Using Hierarchical Regression with Hofstede Dimensions (H4-H6). 375 Appendix F: Results of the Hypothesis Tests Using Hierarchical Regression with Hofstede Dimensions (H7-H9). 377 |
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| index_date | 2024-07-03T21:28:18Z |
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| spelling | Schühly, Andreas Michael Verfasser (DE-588)1250382793 aut Cultural influences on the process of strategic management using scenario planning for decision making in multinational corporations Andreas Michael Schühly Cham Springer [2022] xviii, 378 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier MIR Series in International Business 2511-2252 International Business Cross-Cultural Management Business Strategy/Leadership International business enterprises International business enterprises—Cross-cultural studies Leadership Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Interkulturelles Management (DE-588)4343519-1 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 s Strategisches Management (DE-588)4124261-0 s Interkulturelles Management (DE-588)4343519-1 s DE-604 Erscheint auch als Online-Ausgabe 978-3-030-86660-0 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034069029&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Schühly, Andreas Michael Cultural influences on the process of strategic management using scenario planning for decision making in multinational corporations International Business Cross-Cultural Management Business Strategy/Leadership International business enterprises International business enterprises—Cross-cultural studies Leadership Multinationales Unternehmen (DE-588)4075092-9 gnd Interkulturelles Management (DE-588)4343519-1 gnd Strategisches Management (DE-588)4124261-0 gnd |
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| title | Cultural influences on the process of strategic management using scenario planning for decision making in multinational corporations |
| title_auth | Cultural influences on the process of strategic management using scenario planning for decision making in multinational corporations |
| title_exact_search | Cultural influences on the process of strategic management using scenario planning for decision making in multinational corporations |
| title_exact_search_txtP | Cultural influences on the process of strategic management using scenario planning for decision making in multinational corporations |
| title_full | Cultural influences on the process of strategic management using scenario planning for decision making in multinational corporations Andreas Michael Schühly |
| title_fullStr | Cultural influences on the process of strategic management using scenario planning for decision making in multinational corporations Andreas Michael Schühly |
| title_full_unstemmed | Cultural influences on the process of strategic management using scenario planning for decision making in multinational corporations Andreas Michael Schühly |
| title_short | Cultural influences on the process of strategic management |
| title_sort | cultural influences on the process of strategic management using scenario planning for decision making in multinational corporations |
| title_sub | using scenario planning for decision making in multinational corporations |
| topic | International Business Cross-Cultural Management Business Strategy/Leadership International business enterprises International business enterprises—Cross-cultural studies Leadership Multinationales Unternehmen (DE-588)4075092-9 gnd Interkulturelles Management (DE-588)4343519-1 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | International Business Cross-Cultural Management Business Strategy/Leadership International business enterprises International business enterprises—Cross-cultural studies Leadership Multinationales Unternehmen Interkulturelles Management Strategisches Management |
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