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Cultural influences on the process o...

Schuhly, Andreas Michael.

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Cultural influences on the process of strategic management = using scenario planning for decision making in multinational corporations /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Cultural influences on the process of strategic management/ by Andreas Michael Schuhly.
Reminder of title:	using scenario planning for decision making in multinational corporations /
Author:	Schuhly, Andreas Michael.
Published:	Cham :Springer International Publishing : : 2022.,
Description:	xviii, 378 p. :ill., digital ;24 cm.
[NT 15003449]:	1. Introduction and Problem Statement -- 2. What is Strategic Management and Why Do We Need It - Theoretical Foundations of Strategic Management -- 3. The Influence of Culture on Strategic Management and its Processes -- 4. Development of the Research Model -- 5. Methodology -- 6. Results -- 7. Discussion.
Contained By:	Springer Nature eBook
Subject:	Strategic planning. -
Online resource:	https://doi.org/10.1007/978-3-030-86660-0
ISBN:	9783030866600

Cultural influences on the process of strategic management = using scenario planning for decision making in multinational corporations /
Schuhly, Andreas Michael.

Cultural influences on the process of strategic managementusing scenario planning for decision making in multinational corporations /[electronic resource] :by Andreas Michael Schuhly. - Cham :Springer International Publishing :2022. - xviii, 378 p. :ill., digital ;24 cm. - MIR series in international business,2511-2252. - MIR series in international business..

1. Introduction and Problem Statement -- 2. What is Strategic Management and Why Do We Need It - Theoretical Foundations of Strategic Management -- 3. The Influence of Culture on Strategic Management and its Processes -- 4. Development of the Research Model -- 5. Methodology -- 6. Results -- 7. Discussion.

This unique book is positioned at the crossroads of strategic management and international business. Based on an in-depth literature review, the author empirically assesses the widely shared, implicit assumption that strategic management processes can be globally applied in a standardized, i.e., culture-free, manner. So far, a variety of tools have also been recommended but without incorporating cultural differences. As many organizations observe that this ethnocentric view is more an illusion than reality, strategic management research has started to focus on the cultural sensitivity of its theories, tools, and processes to provide practitioners in a multicultural setting with adequate know-how and tools. To foster long-term decision-making despite uncertainty, scenario planning is frequently applied by practitioners. Up until today, scenario planning has however gained little attention from the academic community. Through this book, the author presents a newly developed framework for strategic management that combines the cultural value scale to test the cultural sensitivity of the long-term planning tool called "scenario planning." The different process steps of scenario planning have been individually examined for their sensitivity toward the cultural dimensions of uncertainty avoidance and long-term orientation. The investigation is based on a unique, global set of management consultants working for a leading professional service firm. The results of this research show the cultural sensitivity of scenario planning, with different degrees of the process steps and the tested cultural dimensions.

ISBN: 9783030866600

Standard No.: 10.1007/978-3-030-86660-0doiSubjects--Topical Terms:

528149
Strategic planning.

LC Class. No.: HD30.28 / .S34 2022

Dewey Class. No.: 658.4012

Cultural influences on the process of strategic management = using scenario planning for decision making in multinational corporations /
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505 0 $a 1. Introduction and Problem Statement -- 2. What is Strategic Management and Why Do We Need It - Theoretical Foundations of Strategic Management -- 3. The Influence of Culture on Strategic Management and its Processes -- 4. Development of the Research Model -- 5. Methodology -- 6. Results -- 7. Discussion.
520 $a This unique book is positioned at the crossroads of strategic management and international business. Based on an in-depth literature review, the author empirically assesses the widely shared, implicit assumption that strategic management processes can be globally applied in a standardized, i.e., culture-free, manner. So far, a variety of tools have also been recommended but without incorporating cultural differences. As many organizations observe that this ethnocentric view is more an illusion than reality, strategic management research has started to focus on the cultural sensitivity of its theories, tools, and processes to provide practitioners in a multicultural setting with adequate know-how and tools. To foster long-term decision-making despite uncertainty, scenario planning is frequently applied by practitioners. Up until today, scenario planning has however gained little attention from the academic community. Through this book, the author presents a newly developed framework for strategic management that combines the cultural value scale to test the cultural sensitivity of the long-term planning tool called "scenario planning." The different process steps of scenario planning have been individually examined for their sensitivity toward the cultural dimensions of uncertainty avoidance and long-term orientation. The investigation is based on a unique, global set of management consultants working for a leading professional service firm. The results of this research show the cultural sensitivity of scenario planning, with different degrees of the process steps and the tested cultural dimensions.
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