Managerial Perceptions of Global Pioneering Advantage: Theoretical Framework and Empirical Evidence in the U.S. And Korea

Industrial Marketing Management, Vol. 37, No. 7, pp. 863-872, October 2008

Posted: 28 Feb 2012

Date Written: 2008

Abstract

Managers form mental models of their business environment, and make strategic decisions based on these perceptions of reality. We study managerial perceptions of the competitive advantage gained by a pioneering firm. We expect that managers will make pioneering entry decisions based on their perceptions of pioneering advantages. Due to cross-national cultural and business environment differences, managers from different countries will employ different mental models and thus perceive the relative advantage of pioneering differently. Drawing from the literature on cultural influence on decision-making, we build a theoretical framework of perceived pioneering advantage in different cultural environments. From this framework, and from cultural differences that exist between the United States and South Korea, we derive hypotheses regarding expected cross-cultural perceptual differences. We test these hypotheses using samples of senior product managers from both countries. We find that some, but not all, of the principles of pioneering advantage empirically verified in North America are generalizable to the culturally-different South Korean business environment.

Suggested Citation

Di Benedetto, Anthony and Song, Michael, Managerial Perceptions of Global Pioneering Advantage: Theoretical Framework and Empirical Evidence in the U.S. And Korea (2008). Industrial Marketing Management, Vol. 37, No. 7, pp. 863-872, October 2008. Available at SSRN: https://ssrn.com/abstract=2012686

Michael Song

Barclays Investment Bank ( email )

5 The North Colonnade
London, Canary Wharf E14 4BB
United Kingdom

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