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The influence of national culture on top executives' approach to strategy development: An exploratory investigation in the international hotel industry.

机译：民族文化对高级管理人员战略制定方法的影响：国际酒店业的一项探索性调查。

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摘要

Scope and method of study. This mail-based study empirically examined the potential influence of national culture on executives' approach to business strategy development. A total of 207 executives of upper-scale hotels from the U.S.A., Malaysia, Thailand and Turkey participated in the survey. Respondents were assigned their countries' status on Hofstede's five cultural dimensions of power distance, individualism, uncertainty avoidance, masculinity, and time orientation. In addition to the demographic and organizational characteristics of respondents, the instrument included items that measure several aspects that may differentiate between executives in the way they approach the task of strategy development. These aspects were: involvement in strategy development, content of strategic objectives, focus of strategic objectives, formality of strategic control, type of data used in strategic analysis, criteria for strategic evaluation, strategy evaluation time horizons, degree of rigorous analysis and rationality, strategic planning time horizons, openness to strategic change, and commitment to strategic decisions. Analysis of variance was used to test a set of hypotheses proposing that executives different in their national culture will express different beliefs toward these aspects. Hierarchical multiple regression was utilized to provide statistical control for the contextual variables.;Findings and conclusions. The findings of this study supported the notion that the strategic orientation and behavior of executives are culturally bound, and indicated that dissimilar approaches to developing business strategy are adopted by executives with dissimilar national cultural background. Among the five cultural dimensions investigated, the masculinity and long-term time orientation appeared to have the greatest influences, and uncertainty avoidance appeared to have little or no influence. Results for the other two dimensions, namely power distance and individualism, were not definitive and revealed interesting findings. Almost each aspect of executives' approach toward strategy development was affected to a greater or lesser extent. Implications for practice and suggestions for future research were discussed.
机译：研究范围和方法。这项基于邮件的研究从经验上考察了民族文化对企业高管制定业务战略方法的潜在影响。来自美国，马来西亚，泰国和土耳其的207家高级酒店的高管参加了调查。根据霍夫斯泰德的权力距离，个人主义，规避不确定性，阳刚之气和时间取向这五个文化维度，将受访者的国家身份分配给他们。除了受访者的人口统计学和组织特征外，该工具还包括衡量多个方面的项目，这些方面可能会在高管处理战略制定任务的方式上有所不同。这些方面包括：参与战略制定，战略目标内容，战略目标重点，战略控制的形式，战略分析中使用的数据类型，战略评估标准，战略评估时间范围，严格分析和合理性程度，战略规划时间范围，对战略变革的开放性以及对战略决策的承诺。方差分析被用来检验一组假设，这些假设提出不同民族文化的高管将对这些方面表达不同的信念。分层多元回归被用来为上下文变量提供统计控制。这项研究的发现支持了高管人员的战略定位和行为受到文化约束的观点，并表明具有不同国家文化背景的高管人员采用了不同的业务战略制定方法。在所研究的五个文化维度中，男性气质和长期取向似乎影响最大，而避免不确定性似乎影响很小或没有影响。其他两个维度（即权力距离和个人主义）的结果并不确定，并揭示出有趣的发现。高管人员战略制定方法的几乎每个方面都或多或少受到了影响。讨论了对实践的启示和对未来研究的建议。

著录项

  • 作者

    Ayoun, Baker Mahmoud Helal.;

  • 作者单位

    Oklahoma State University.;

  • 授予单位 Oklahoma State University.;
  • 学科 Business Administration Management.
  • 学位 Ph.D.
  • 年度 2006
  • 页码 228 p.
  • 总页数 228
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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