Cultural Influences on the Process of Strategic Management, 1st ed. 2022
Using Scenario Planning for Decision Making in Multinational Corporations
MIR Series in International Business Series

This unique book is positioned at the crossroads of strategic management and international business. Based on an in-depth literature review, the author empirically assesses the widely shared, implicit assumption that strategic management processes can be globally applied in a standardized, i.e., culture-free, manner. So far, a variety of tools have also been recommended but without incorporating cultural differences. As many organizations observe that this ethnocentric view is more an illusion than reality, strategic management research has started to focus on the cultural sensitivity of its theories, tools, and processes to provide practitioners in a multicultural setting with adequate know-how and tools. To foster long-term decision-making despite uncertainty, scenario planning is frequently applied by practitioners. Up until today, scenario planning has however gained little attention from the academic community. 

Through this book, the author presents a newly developedframework for strategic management that combines the cultural value scale to test the cultural sensitivity of the long-term planning tool called ?scenario planning.? The different process steps of scenario planning have been individually examined for their sensitivity toward the cultural dimensions of uncertainty avoidance and long-term orientation. The investigation is based on a unique, global set of management consultants working for a leading professional service firm. The results of this research show the cultural sensitivity of scenario planning, with different degrees of the process steps and the tested cultural dimensions.

1. Introduction and Problem Statement.- 2. What is Strategic Management and Why Do We Need It - Theoretical Foundations of Strategic Management.- 3. The Influence of Culture on Strategic Management and its Processes.- 4. Development of the Research Model.- 5. Methodology.- 6. Results.- 7. Discussion.

Andreas Schühly is a former strategy consultant who supported corporations across the globe in developing future-proof strategies. In addition to applying scenarios in practice, he analyzed the cultural sensitivity of strategic management as part of his research at the University of Stuttgart (Germany). Currently, he works as an Associate Director for a global pharmaceutical company focussing on women’s health.

Examines the cultural sensitivity of scenario planning Provides a literature-based assessment on strategic management and culture from early beginnings to the present Includes practical as well as theoretical implications of culture and strategic planning