Understanding the differences in Korean and U.S. executives' strategic orientations

Article Abstract:

A study is conducted that explores the impact of national, cultural and economic factors on the decision processes and behavioral attributes of business executives from different countries. A comparison is made between American and South Korean executives. The hypothesis that the criteria for strategic decision-making differ by an executive's home country is tested. The study also seeks support for the hypotheses that both US and Korean executives base strategic decisions largely on industry attractiveness, but that Koreans pay more attention to objective criteria linked to growth while Americans place more importance on those linked to returns or profitability. Likewise examined are the hypotheses that Koreans attach more value to decision-making criteria associated with manufacturing and R&D capabilities, while US managers pay greater attention to those representing managerial capabilities. The results are discussed.

Research, Decision-making, Decision making, Planning, International aspects, Executives, Americans, Strategic planning (Business), Koreans

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Balancing vertical integration and strategic outsourcing: effects on product portfolio, product success, and firm performance

Article Abstract:

The impact of using vertical integration and strategic outsourcing together on product portfolio, product success, and firm performance is analyzed.

California, Texas, Georgia, Analysis, Influence, Organizational effectiveness, Vertical integration, Outsourcing

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