National Culture and Strategic Change in Belief Formation
This paper studies strategy related beliefs in five organizations in Hungary with substantial foreign participation. We find that one of the strongest determinants of similarity of beliefs was being a member of the functional area favored by the strategic change. The effect of being in the favored area was greater than the effect of all other individual characteristics, including nationality.© 2000 JIBS. Journal of International Business Studies (2000) 31, 427–442
Year of publication: |
2000
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Authors: | Markóczy, Lívia |
Published in: |
Journal of International Business Studies. - Palgrave Macmillan, ISSN 0047-2506. - Vol. 31.2000, 3, p. 427-442
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Publisher: |
Palgrave Macmillan |
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