The limited relevance of culture to strategy

Abstract

How are the theory and practice of strategy different in the Asia Pacific? I propose that answers to this question have gained little from incorporating culture as an explanation. There is little evidence that culture-oriented research published in the Asia Pacific Journal of Management or in other management journals has substantially influenced strategy theory. Despite its value in explaining some macro- and micro-phenomena, the construct of culture has not improved understanding of firm strategy or performance. This leads to the general argument that culture has limited relevance for strategy. © 2007 Springer Science+Business Media, LLC.