Multimarket maneuvering in uncertain spheres of influence: resource diversion strategies

Article Abstract:

Firms competing in multiple markets find equilibrium through spheres of influence and mutual forbearance, but imperfect competitive information may give one firm an incentive to influence rivals' behavior and uncover information. We suggest that a firm's resource allocations can divert competitors' resource allocations, enhancing the firm's own sphere of influence without precipitating a destructive all-out war. We define the stratagems thrust, feint, and gambit and conclude that corporate strategy decisions can only be imperfectly understood if competitive interaction is not taken into account. (Reprinted by permission of the publisher.)

Analysis, Competition (Economics), Strategic planning (Business), Resource allocation

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Does culture endure, or is it malleable? Issues for entrepreneurial economic development

Article Abstract:

A study which explores the role culture plays on the entrepreneurial activity of mainland Chinese, Taiwanese and Americans was conducted. Results indicate that Chinese entrepreneurs have strong collectivist values as well as high power distance and high uncertainty avoidance compared to their Taiwanese counterparts. American entrepreneurs' data was used as a baseline for the analysis of data from the two Chinese groups, one set ideologically and the other which has gone through change.

Research, United States, Taiwan, China, Management, Culture, Community relations

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Elitists, risk-takers, and rugged individualists? An exploratory analysis of cultural differences between entrepreneurs and non-entrepreneurs

Article Abstract:

A model of dominant cultural values, postulated by Geert Hofstede, was used in studying the characteristics of entrepreneurs in comparison with non-entrepreneurs. These cultural values are power distance, individualism, uncertainty avoidance and masculinity. Surveys were sent to 1,217 entrepreneurs and 1,206 non-entrepreneurs from 13 nations. The study indicated that inspite of cultural differences among entrepreneurs, they share common personal traits and values.

Social aspects, Businessmen

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