Understanding the differences in Korean and US executives' strategic orientations

• 成果类型: Article
• 署名作者: Hitt, MA; Dacin, MT; Tyler, BB; Park, D
• 署名单位: Indiana University System; Indiana University Bloomington; University System of Ohio; Xavier University
• 刊物名称: STRATEGIC MANAGEMENT JOURNAL
• ISSN/ISSBN: 0143-2095
• DOI: 10.1002/(SICI)1097-0266(199702)18:2<159::AID-SMJ870>3.3.CO;2-O
• 发表日期: 1997
• 页码: 159-167
• 关键词: strategic orientations; korea; decision making; institutional context

摘要

Competitive positioning in a global market requires an understanding of the decision processes and behavioral attributes of executives from different countries. These attributes reflect the executives' cultural background, the national policies under which they have worked, and their home country's level of economic development (institutional context). The current research compared strategic decision models of U.S. and Korean executives and the results suggest that criteria employed by the executives from the two countries differ Differences in institutional context between Korea and the U.S.A. were reflected in the weightings of objective criteria used by the executives. Korean executives emphasized industry attractiveness, sales and market share (because of policies that encourage growth) and U.S. executives emphasized projected demand, discounted cash flow and ROI (because of policies and institutions that focus on profitability). The results suggest the importance of understanding the strategic orientations of international competitors, partners in international strategic alliances and managers of international subsidiaries or divisions. (C) 1997 by John Wiley & Sons, Ltd.