Abstract
Western executives must confront attitudes and behaviour among their business partners in the Asia Pacific region that may differ fundamentally from their expectations. This article considers the premises which top management use to formulate strategies to tackle both the competitive context and the political, ethical, and legal dimensions governing the rules of the game in each country. The real challenge for strategic development appears to lie in the adaptation and transformation of corporate organizational behaviour to admit new complexities. Results of a survey conducted among general managers and marketing managers of Western companies operating in the Asia Pacific region are presented.
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