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Sustained competitive advantage is a function of the practices a company's management adopts in implementing its strategy. However very little research has been undertaken to show how culture affect the adoption of practices in the U.S. automotive manufacturing sector. Based on a review of the literature and telephone interviews of former and current executives of the big 3 automotive manufacturers, this study focuses analysis on this direction by providing a theoretical and conceptual discourse of the relationship between culture - national and organizational - and the successful adoption of organizational practices in this key sector.
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