Abstract
How are the theory and practice of strategy different in the Asia Pacific? I propose that answers to this question have gained little from incorporating culture as an explanation. There is little evidence that culture-oriented research published in the Asia Pacific Journal of Management or in other management journals has substantially influenced strategy theory. Despite its value in explaining some macro- and micro-phenomena, the construct of culture has not improved understanding of firm strategy or performance. This leads to the general argument that culture has limited relevance for strategy.
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An earlier version of this paper was presented at the APJM special issue conference on Asian business groups and conglomerates in Singapore in December 2005. This paper draws from parts of Singh (2004). I thank Mike Peng (Editor-in-Chief) for his invitation and comments.