Abstract:Issues of globalization and divergence in terms of national systems and cultures are equally contentious, yet equally important, in the context of increasing cross-continental co-operation. This article investigates comparative strategic decision styles in Britain, the USA, Germany and Japan. An industry at an advanced stage in terms of globalization, vehicle components manufacture, was selected in order to explore the extent of convergence and whether this has changed. Between 1989 and 1998, field case studie… Show more
“…Recent research has highlighted the importance of context in studies (Johns, 2006) and it is possible that this cultural setting influenced the strength of the observed relationships and thus the generalizability of our results to the U[ 2 1 _ T D $ D I F F ] S[ 2 2 _ T D $ D I F F ] and other regions. However, while cultural differences exist (Hofstede, 2001), it has been argued that due to increased globalization European and U[ 2 3 _ T D $ D I F F ] S[ 2 4 _ T D $ D I F F ] business practices are becoming more and more similar (Carr, 2005). Thus, we do not believe that the context significantly affected our findings; although we encourage future studies to replicate and extend our model in the U[ 2 5 _ T D $ D I F F ] S[ 2 6 _ T D $ D I F F ] , and to utilize a multi-country design.…”
Section: Limitations [ 2 0 _ T D $ D I F F ] Implications and Futurementioning
“…Recent research has highlighted the importance of context in studies (Johns, 2006) and it is possible that this cultural setting influenced the strength of the observed relationships and thus the generalizability of our results to the U[ 2 1 _ T D $ D I F F ] S[ 2 2 _ T D $ D I F F ] and other regions. However, while cultural differences exist (Hofstede, 2001), it has been argued that due to increased globalization European and U[ 2 3 _ T D $ D I F F ] S[ 2 4 _ T D $ D I F F ] business practices are becoming more and more similar (Carr, 2005). Thus, we do not believe that the context significantly affected our findings; although we encourage future studies to replicate and extend our model in the U[ 2 5 _ T D $ D I F F ] S[ 2 6 _ T D $ D I F F ] , and to utilize a multi-country design.…”
Section: Limitations [ 2 0 _ T D $ D I F F ] Implications and Futurementioning
“…In their study of FDI in nine Latin American countries, Trevino and Mixon (2004) argue that managers seek minimal institutional distance between the home and the host country environments. Carr (2005) compares strategic decision styles of German, Japanese and Anglo-Saxon firms, and concludes that, even under globalization, Japanese firms generally, and German family firms in particular, exhibit deep-rooted differences from the AngloSaxon model, although evidence suggests convergence of the latter. Harrison et al (2004) examine the role of foreign firms in crowding-out local firms from the capital market in a group of countries and find that FDI is associated with a reduction in financing constraints and with lower sensitivity of investment to cash flow for firms without foreign assets and for domestically owned enterprises.…”
Section: Factors Behind Investment Decisions Of Firmsmentioning
“…In several cultures, the role of the family in business practices seems to represent a point of resistance to homogenizing change. For example, Carr (2005) looked at strategic investment decisions in companies strongly affected by globalization (i.e., automotive component manufacturers) and found both persistent cultural differences among German, Japanese, United Kingdom (UK), and United States (US) firms as well as some convergence in decision processes across time. The greatest convergence was a result of German public firms adopting strategic investment criteria more similar to UK and US firms.…”
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