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Analyses the Saudi Arabian culture in terms of Hofstede′s four dimensions: power distance, uncertainty avoidance, individualism, and masculinity. Bases the analysis on a survey of Saudi Arabian MBA students and their co‐workers. Saudi Arabia is a “typical” Moslem country, except for the fact that it scores very high on “power distance”. Discusses the Saudi culture′s consequences in terms of effective management behaviour, intuition, and organizational structures and questions the applicability of American management theories in the Saudi context.

This paper examined the relationships between national culture and strategic behavior in the banking industry in Jordan and U.S. The study first developed a strategic posture and secondly a cultural profile for the top management of the research domain. The strategic posture suggested the readiness for strategic response from managers. The degree of readiness was correlated with the constructed cultural profile of the managers and financial performance of the banks. The study found significant relationships between certain national cultural strategic characteristics, (risk propensity, time orientation, and openness to change, uncertainty avoidance and managerial perception of control over the environment) strategic behavior and financial performance.

Entrepreneurship education has had a remarkable evolution over time and the number of entrepreneurship textbooks has multiplied given the increased interest in entrepreneurship programs in higher education. Yet, studies that review the coverage of textbooks focusing on entrepreneurship are scarce. This study provides an inventory of entrepreneurship textbooks and the topics they cover as well as specific emerging topics they do not cover by analyzing the content of 57 textbooks. Our results suggest that most textbooks provide significant coverage of such topics as the nature of entrepreneurship, business plans, financing, marketing, and cases. Among emerging concepts, social media has been relatively well covered with increasing coverage in more recent textbooks, while business canvas, as an example of alternatives to conventional business plans, is rarely covered. Most textbooks have provided little coverage of such topics as sales, family business, women and minorities, as well as ethics and sustainability. This study not only reveals areas that are covered by existing textbooks but also themes that future textbooks and research could cover to address the challenges of future entrepreneurship education.

There are several ways to implement and work with the Balanced Scorecard (BSC). The company Ericsson Data AB was one of the pioneers in employing the BSC in Sweden. As early adopters, they were interested in obtaining an evaluation performed by external researchers. We were fortunate to have that opportunity. During the autumn of 1998, Majvor Karlsson and Ellen Sharma had full access to the developmental department dealing with the implementation of BSC at the company. The present article is based on interviews with managers and developers with the aim to determine how the BSC was implemented and how it functions in the day‐to‐day life of the company. The BSC model introduced in Ericsson was given the name Cockpit. As one might expect, implementing BSC requires a great deal of time and energy. We found that it resembles the process in other organisational changes as well. In our research, we found that there were many aspects of the implementation of BSC with which we could interpret and explain our observations with the help of theories of organisational change. Our findings led us to formulate a theory concerning the implementation process of the BSC. It was a relief to discover that we could use a method that allowed us to listen and learn from the persons involved in the implementation process at Ericsson Data.