Search

Purpose: Middle and lower-level managers play a significant role in the strategic management process, primarily in the execution stage. However, strategic diffusion - the extent to which a strategy is effectively executed and becomes an integral part of the organization - varies across organizations. This paper aims to examine the strategic diffusion process in two emerging economies, Mexico and Peru. Design/methodology/approach: Parnell's strategic diffusion scale (SDS) was adopted for this study. Respondents also completed Cook and Wall's nine-item organizational commitment instrument and a three-item scale measuring satisfaction with firm performance. Surveys were translated into Spanish and completed by 218 Mexican and 270 Peruvian managers. Findings: Strategic diffusion was linked to performance satisfaction among both Mexican and Peruvian managers. Overall, Mexican managers produced higher scores on the strategic diffusion scale (SDS) than did their Peruvian counterparts. The link between strategic diffusion and organizational commitment among middle and lower-level managers remains unclear. Research limitations/implications: This study supports the strategic diffusion construct and the SDS. Three items in the scale were problematic in certain instances, however. The present study linked strategic diffusion to performance satisfaction in both Mexico and Peru. As expected, Mexican managers exhibited higher SDS scores than did their Peruvian counterparts. The link between strategic diffusion and organizational commitment was not strong, however. Additional research is needed in this area. Practical implications: Middle and lower level managers in different countries have different views on the process of strategic diffusion. These distinctions are cause by a number of factors, including stages in the economic development cycle, organizational culture, and widely accepted management practices. Executives seeking to implement strategies should recognize the three key components of strategic diffusion - understanding, involvement, and commitment - and how they are influenced by national contexts. Originality/value: There is a dearth of research assessing management behaviors in emerging nations. It is also important to learn more about processes associated with strategy execution in different organizations. This paper addresses both needs by assessing strategic diffusion in Mexico and Peru. [ABSTRACT FROM AUTHOR]

The article offers information on a research paper related to Peruviansubcultural values in Peru. It reports that the research aimed at designing a value measurement tool in order to present an indigenous theory of cultural values. It informs that the research uses the instrument to develop the link between economic and social development within Peru. It discusses the findings of the research which states that Peruvians of various subcultural groups differ in perceptions for their cultural values which can be useful in achieving success in international business.

In this paper we show the balance of knowledge deficit in Peru compared to the surplus of its trade balance and the necessity to transform the structure and technological coefficients of exports to close this knowledge gap. We analyze major economic policies that could help in closing the gap, especially industrial and technological innovation policies, rethinking intellectual property rights and impelling the forces that propagate the economic system as a whole. "Openness" and the "good management of macroeconomic fundamentals" are necessary but not sufficient conditions to transform the economy, which for better performance need the strategic "will and wit" of adding value and a better balance between external and national interests. [ABSTRACT FROM AUTHOR]