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dc.contributor.authorRobert C. Moussetis
dc.contributor.authorAbu Rahma, Ali
dc.contributor.authorGeorge Nakos
dc.date.accessioned2018-03-28T09:29:19Z
dc.date.available2018-03-28T09:29:19Z
dc.date.issued2005
dc.identifier.citationhttps://adu.on.worldcat.org/oclc/5356267207en_US
dc.identifier.issn1059-5422
dc.identifier.urihttps://dspace.adu.ac.ae/handle/1/894
dc.descriptionMoussetis, R., & Nakos, G. (2005). Strategic behavior and national culture: The case of the banking industry in Jordan. Competitiveness Review, 15(2), 101-115.en_US
dc.description.abstractThis paper examined the relationships between national culture and strategic behavior in the banking industry in Jordan and U.S. The study first developed a strategic posture and secondly a cultural profile for the top management of the research domain. The strategic posture suggested the readiness for strategic response from managers. The degree of readiness was correlated with the constructed cultural profile of the managers and financial performance of the banks. The study found significant relationships between certain national cultural strategic characteristics, (risk propensity, time orientation, and openness to change, uncertainty avoidance and managerial perception of control over the environment) strategic behavior and financial performance.en_US
dc.language.isoen_USen_US
dc.publisherEmerald Group Publishing Limiteden_US
dc.subjectJordanen_US
dc.subjectStudiesen_US
dc.subjectBankingen_US
dc.subjectCorrelation Analysisen_US
dc.subjectStrategic managementen_US
dc.subjectFinancial performanceen_US
dc.subjectCultureen_US
dc.titleStrategic behavior and national culture: the case of the banking industry in jordanen_US
dc.typeArticleen_US
dc.identifier.doihttps:// doi.org/10.1108/cr.2005.15.2.101


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