Are German,Japanese and Anglo‐Saxon Strategic Decision Styles Still Divergent in the Context of Globalization?*

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 studies were made of 100 strategic investment decisions (SIDs) by manufacturers in these four countries. Longitudinal judgements were supplemented by earlier comparative strategy field research carried out in 60 suppliers between 1980 and 1983, and two longitudinal case studies, one from the UK and one from Japan, interviewed throughout both these periods and again in 2002. Two competing hypotheses, derived from rich research literatures, are investigated. The first (H1) suggests that national institutional and cultural factors exert profound differences, and should therefore be afforded more significance as globalization proceeds further. The second (H2) is apparently contradictory and emphasizes that institutions and organizations are likely to respond to convergence pressures, spurred by global capital markets and competition on the one hand, and a diffusion of ‘professional management’ practices on the other. Japanese firms generally, and German family firms in particular, were still found to exhibit deep‐rooted differences from the Anglo‐Saxon model, which appears to confirm H1. However study of German public companies reveals that their strategic approaches are far less divergent from what is now an increasingly consistent Anglo‐Saxon model than they were a decade ago, which appears to confirm the competing hypothesis H2.     

Discrete Spacings

Consider a string of n positions, i.e. a discrete string of length n . Units of length k are placed at random on this string in such a way that they do not overlap, and as often as possible, i.e. until all spacings between neighboring units have length less than k . When centered and scaled by n ^−1/2 the resulting numbers of spacings of length 1, 2,…,  k −1 have simultaneously a limiting normal distribution as n →∞. This is proved by the classical method of moments.     

THE PUBLIC ASSIGNMENT OF DEVELOPMENT RIGHTS1

Different planning systems allocate property rights differently between the state and private property owners. This article argues that the appropriate allocation of property rights between the state and private owners can only be discovered by a process of experimentation. The experience of the UK suggests that such a process can take time and may be hindered by the controlling tendencies of central government.     

Choice Based on Goals

This article introduces a goal-based view of consumer choice in which (1) choice is influenced by three classes of goals (consumption goals, criterion goals, and process goals), (2) goals are cognitively represented, and (3) the impact of a goal on choice depends on its activation. For each class of goals, we discuss how goal activation is influenced by direct (subconscious) goal priming, by spreading activation from choice options, from other goals, and from the context, and by goal (non-)achievement. Opportunities for modeling goal-based choice, the integration of emotions in a theory of goal-based choice, and relationships with dual-process theories of decision making are discussed. An expanded version of this paper is available from the first author.     

Marketing Strategy Development Styles,Implementation Capability,and Firm Performance: Investigating the Curvilinear Impact of Multiple Strategy-Making Styles

There is growing interest in the process by which marketing strategy is developed. This article reports on a study in which we investigate the performance implications of using multiple organizational approaches to the development of marketing strategy. Specifically, we test a model in which implementation capability mediates the relationship between number of marketing strategy development (MSD) styles used and firm performance. Based on data collected from manufacturers, the results indicate that: (1) the relationship between the number of MSD styles used and implementation capability is curvilinear (an inverse U-shaped relationship), (2) implementation capability positively impacts firm performance, and (3) implementation capability mediates the relationship between number of MSD styles used and firm performance.     

Social Role Conceptions and CSR Policy Success

Businesses are eager to present themselves as honest and reliable corporate citizens who care about the overall well-being of society. This article researches whether different role conceptions of businesses regarding social issues are related to their success in dealing with social demands. Do socially active companies have a better social reputation than inactive companies? This relationship is determined by first extracting the social role conceptions of the companies from their Corporate Social Responsibility reports and then comparing this data to their social reputations. The analysis shows that there is indeed a relationship between these two variables. Companies with a broad social role conception score significantly better on their social reputations than companies with a narrow role conception. Social role conceptions therefore matter when dealing with social demands.