The purpose of this paper is to examine how managers in Nepalese business organizations and non‐profit non‐government organizations understand and practice strategic management and to what extent such understanding and practices differ from those in western countries.
In‐depth case studies of eight business organizations and non‐government organizations (NGOs) were prepared based on multiple data collection such as interviews and review of reports and the cases were analyzed to identify several themes for discussion of similarities and differences in the views and practices of strategic management.
Managers in Nepal have developed some shared understanding of key aspects of strategic management and practice some important aspects of strategic management; much remains to be done in order for them to develop a clear strategic focus so that they could develop their abilities to compete with global players and to create competitive advantages.
This study suggested several avenues for future research for more systematic and data‐driven studies on the roles of international exposure on managers, international partners, national culture and other macro environmental conditions on strategic management practices in Nepal and South Asia.
The research findings are useful for managers of business organizations and non‐government organizations to develop their strategies for superior performance in South Asian countries characterized by volatile business environment and resource constraints.
NGOs which work for social development need to improve their strategic management practices with more rigorous and resilient strategic implementation in Nepal.
This research is unique in the context of Nepal and will be useful in similar contexts. The findings contribute to understanding the strategic management practices in a unique culture.
Krishna Shrestha, B. and Ram Gnyawali, D. (2013), "Insights on strategic management practices in Nepal", South Asian Journal of Global Business Research, Vol. 2 No. 2, pp. 191-210. https://doi.org/10.1108/SAJGBR-03-2012-0025
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