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The requirement for more strategic tools of analysis might also be hypothesised tobe contingent upon country contexts and upon consequent corporate objectives andmanagement styles . When asked how well does ‘good short-term profits are theobjective’ describe your company , only 27% of Japanese companies surveyed byDoyle (1992 , p . 21) responded yes , compared to 80% in the U . S . A . and 87% in theU . K . Nissan , for example , deliberately avoids NPV techniques on major investmentdecisions (Carr and Ng , 1995) . German and Continental European companies’approaches may well be closer to those of Japanese companies in this respect , thanto either British or U . S . companies (Albert , 1994) . If so , we would expect greaterattention to be placed on Shank’s broader strategic tools in countries such asGermany . On the other hand , we would expect proportionately greater attention tocapital budgeting techniques such as NPV in U . S . and U . K . companies , andparticularly in companies characterised by financial control , as opposed to strategic
planning styles (Goold and Campbell , 1987) .

 

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