Underpinning the elements of strategy design and execution are assumptions, norms and beliefs which can be broadly characterised as strategic management practices. These strategic management practices are in evidence in all schools of strategy academic theory. Whilst there has been a great deal of work conducted into the processes of strategy design and execution, there is little study of strategic management practices. This research sought to uncover the contemporary strategic management practices in evidence at a select number of leading organisations through qualitative analysis of secondary data in the form of case studies and other publically available material. A nascent content based definition for the concept of strategic management practices was developed from the literature review and tested against the evidence uncovered. Additional themes uncovered from the data were incorporated into the proposed definition and a synthesised version developed based on the strength of the evidence uncovered. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

<p>Background: Different cultures meet to a greater extent than before as a result of the increasing globalisation. Therefore, international leaders have to count on greater differences in behaviour of their employees within organisations than they have experience from. It can consequently be difficult in an international environment to understand what motivate individuals of a different culture. </p><p>Purpose: The purpose of this report is to make greater understanding for how national cultures influence leaders methods to motivate their employees in an international environment in Spain where two different cultures confront. </p><p>Performance: The study has been made by 14 qualitative interviews with Spanish and Swedish leaders in Spain. Earlier researches have been used to be able to investigate the culture's influence on the motivation process. </p><p>Result: The cultural factor that especially affects the leaders motivation process is if the employees focus on the individual or the group when they act and work within an organisation. The international Spanish and Swedish leaders in Spain are using similar design of the motivation methods. It is possible that a mixture of the both cultures occurs within international companies where it is impossible to classify something that is specific for the Swedish manner to act or for the Spanish. Instead, the integration of the different cultures may create an international manner to think and act, even if the local culture in some ways has to be adopted.</p>

Background: Different cultures meet to a greater extent than before as a result of the increasing globalisation. Therefore, international leaders have to count on greater differences in behaviour of their employees within organisations than they have experience from. It can consequently be difficult in an international environment to understand what motivate individuals of a different culture. Purpose: The purpose of this report is to make greater understanding for how national cultures influence leaders methods to motivate their employees in an international environment in Spain where two different cultures confront. Performance: The study has been made by 14 qualitative interviews with Spanish and Swedish leaders in Spain. Earlier researches have been used to be able to investigate the culture's influence on the motivation process. Result: The cultural factor that especially affects the leaders motivation process is if the employees focus on the individual or the group when they act and work within an organisation. The international Spanish and Swedish leaders in Spain are using similar design of the motivation methods. It is possible that a mixture of the both cultures occurs within international companies where it is impossible to classify something that is specific for the Swedish manner to act or for the Spanish. Instead, the integration of the different cultures may create an international manner to think and act, even if the local culture in some ways has to be adopted.