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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.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

As companies in Asia become increasingly exposed to western practices and competitive pressures, and given the increasing importance of the South Asia region to the world economy, it is critical to understand how strategic management is viewed and practiced there. While the concepts and processes are generally understood and practiced in the west, the same cannot be said of organizations in developing countries, particularly within the distinct cultures of South Asia where business environments are somewhat uncertain.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.