It’s What’s Inside: Impact of Culture on Strategy Making
The purpose of this paper is to reflect how crucial cultures’ impact on corporate performance, organizational growth and success is. The paper portrays the implications of cultural orientation for strategy formulation. The rationalization of our topic belongs to different functional areas of knowledge; therefore our study is incorporating a multiplicity of cultural impacts. Culture being permeable can critically affect change initiatives either by being supportive to the strategy implementation or by hindering strategy execution. The power of culture is undeniable while assessing the evolution of an organization around strategy. Strategic planning in a firm must ensure novelty amongst its competitors, which only becomes possible when corporate culture aligns with the strategy. Assessment of previous research in light of our constructs highlights the aid of culture in the strategic management process. The goal of this paper is three-fold: a) to outline an organizationally relevant model of culture (its developmental basis, evolution, and by- products); b) to appraise our topic in light of previous research on culture and strategy, and c) to assess the shortfall(s) in addressing the chosen theme and establishing a paradigm for future work.