1. Chapter 5 Managing Across Cultures Schneider & Barsoux RBC p 428
Culture and Strategy
Chapter 5
Managing Across Cultures
Schneider & Barsoux
RBC p 428

2. Similarities Culture as solutions to problems of
External adaptation and
Internal integration
Strategy in devising and implementing organizations need to assess their
External environments as well as their
Internal capabilities
(SWOT)

3. Strategic Planning SWOT Boston Consulting Group (BCG matrices) Ansoff
Porters Five Forces
Competitive Advantage

4. Two approaches to Strategy
The rational / economic view
”Assumes that the environment and the organization are objective realities that are similarly perceived and analyzed by intelligent managers” p 429
A dynamic view
”Strategy is a dynamic process which is energized through feelings. It is not a bundle of facts, figures assembled in order by the logical mind” p 430

6. Analysis of national competitiveness (Porter diamond)
Chance
Firm strategy,
structure,
and rivalry
Factor
conditions
Demand
conditions
Related and
supporting
industries
Govern-
ment

7. Porter’s five forces model
New entrants
Industry level
Market
Competitors
Intensity
of rivalry
Market level
Suppliers
Buyers
Substitutes

8. Value chain analysis Customer Perceived value/ price A
price B
Relative cost
Firm A
Firm B
R&D
Production
Marketing
Sales
& services
R&D
Production
Marketing
Sales
& services

9. The dynamic view Japaneese view: Mintzbergs view:
”Reality cannot be boxed into two-by-two matrices and that thruth cannot be determined by simplistic theories of cause and effect” p 431
Mintzbergs view:
”Rather than planned, strategy is considered as emergent, or as evolutionary” p 431

10. Ressource-based view
Developing organizational resources and capabilities
Building core competencies and corporate character
Provides the capabilities and flexibility to respond to environmental events
Assumptions based on what the company is more than what the company does

11. Summing up: Strategic view: Cultural model: Versus
Rational economic view
SWOT, Porter, Boston etc.
Cultural model:
Controlling Model (next slide)
Versus
The dynamic view
Ressource-based view
Adapting Model (next slide)

12. Cultural models of Strategy
Controlling Model
Centralized
Formalized
Monochronic
Adapting model
Decentralized
Informal
Polychronic P

13. Cultural Determinants of Strategy
External adaptation
i.e. Human Activity
Doing versus being
Achievement vs. ascription
Internal integration
i.e. Nature of Relationships
Individual vs collective
Task vs social
See figure 5.2 p 437

14. Strategic Content conservative vs innovative cost-cutting vs market expansion
Strategic Profile
Defender
Vs.
Prospector
Strategic Process
Contolling
Vs.
adapting