01475nas a2200181   4500008004100000245012000041210006900161260000900230300001200239490000700251520079500258653001501053653003201068100002101100700001801121700001701139856013701156       2002                        eng d00aLong- vs. short-term performance perspectives of Western European, Japanese, and U.S. countries: where do they lie?0 aLong vs shortterm performance perspectives of Western European J  c2002  a245-2550 v373 aThis paper examines the differences between Eastern and Western companies regarding long- vs. short-term orientations. Utilizing Hofstede's long-term orientation index, this study scrutinizes both long- and short-term performance measurements for companies from Western Europe, Japan, and the United States. The findings suggest that Western European companies place an equally higher priority on both long- and short-term measures of performance compared to companies from Japan and the United States. Additionally, Japanese companies were postulated by the literature to employ a long-term orientation toward company performance greater than U.S. companies. However, our results do not support this statement, as U.S. and Japanese companies were not statistically significantly different.10aManagement10aStrategy & Entrepreneurship1 aPeterson, R., L.1 aDibrell, Clay1 aPett, T., L.  u/biblio/long-vs-short-term-performance-perspectives-western-european-japanese-and-us-countries-where00634nas a2200145   4500008004100000245012100041210006900162260002600231653001500257653003200272100001800304700001800322700001700340856013100357       2001                        eng d00aA longitudinal analysis of country of origin as a predictor of strategic change and performance in global industries0 alongitudinal analysis of country of origin as a predictor of str  aWashington, D.Cc200110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aPett, T., L.  u/biblio/longitudinal-analysis-country-origin-predictor-strategic-change-and-performance-global01049nas a2200169   4500008004100000245005900041210005700100260000900157300001200166490000600178520051900184653001500703653003200718100001700750700001800767856009400785       2001                        eng d00aA process model of global strategic alliance formation0 aprocess model of global strategic alliance formation  c2001  a349-3640 v73 aDevelops a conceptual framework of global strategic alliances by using the hybrid type of organization as part of the framework. The framework illustrates the relationships of various characteristics that might be present in an industry and across national boundaries that would influence alliance participation. The model developed here is based on four echelons, the exploratory, recurrent, relational, and outcome stages. Concludes with some general comments on the proposed global strategic alliance framework.10aManagement10aStrategy & Entrepreneurship1 aPett, T., L.1 aDibrell, Clay  u/biblio/process-model-global-strategic-alliance-formation00618nas a2200145   4500008004100000245011000041210006900151260002200220653001500242653003200257100001800289700001800307700001700325856013000342       2000                        eng d00aA longitudinal analysis of the effects of information technology on firm performance in a global industry0 alongitudinal analysis of the effects of information technology o  aPhoenix, AZc200010aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aPett, T., L.  u/biblio/longitudinal-analysis-effects-information-technology-firm-performance-global-industry