Abstract
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.
This article is distributed using a Creative Commons Attribution-NonCommercial 4.0 license. Copyright remains with the author(s).