The Perceived Veracity of PIMS Strategy Principles in Japan: An Empirical Inquiry

The authors examine Japanese executives’ perceptions of the veracity of various PIMS strategy principles developed from analysis of the pooled experience of businesses in the United States. They draw on a separate study of U.S. executives and report a comparison of Japanese executives’ perceptions with those of U.S. executives. The findings suggest that most of the PIMS principles found in the United States are perceived by Japanese executives to apply in Japan. In addition, Japanese executives are found to Perceive a firm's market position to be the most important influence on firm performance. However, the findings also indicate that Japanese and U.S. executives differ in their views on the level of veracity of many strategy issues.

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