Strategic Management Research in Developing Nations: How Relevant?

Abstract

The genre of enquiry that has dominated the field of Strategic Management has been of the quantitative scientific type, comprising measurement and observation, experimentation and hypothesis testing (Popper 1959, Summer et al. 1990). This dominance, coupled with heavy reliance on nomothetic methodology may not be problematic if the domain of the research is confined only to western settings since its epistemic nature and subjective ontology are not contentious issues. However, as business continues to be conducted across national borders, these methodological issues may become more problematic. This is particularly true in the case of many emerging market countries (EMCs) where cultures tend to be context-specific and where attributes such as collegiality, trust, compassion and sense of duty to society play a more prominent role. This is significantly different than in the Anglo-Saxon world, which are predominantly content-specific and participants are largely motivated by rational instrumentality and self-interest. In this paper we will explore the direction that the Strategic Management field should take and address the vexing issue of how research methodology should be adapted to be better able to reflect the reality on the ground in EMCs.