Given the growth of multinationals, it is important that managers learn
whether strategic planning enhances firm performance in cross-cultural situations.
Using an international sample of firms, this study found that the general
planning-performance model is relevant across the cultures sampled. While there
appears to be little direct relationship between culture and planning, culture did
moderate the planning-performance relationship. Furthermore, specific cultural
values were found to account for some of the cross-cultural differences in the
planning-performance relationship. Implications for management and future
research are discussed.
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