ABSTRACT
Leaders or managers of multinational enterprises must often make decisions in cultures different from their own, which can lead to misconceptions and hinder the decision-making process. This research investigates the impact of cultural differences upon the decision-making process in times of crisis, when decisions must be made urgently and are thus more susceptible to influence from subtle cultural factors. To conduct this research, key scholarly research and theories are identified and integrated, after which a conceptual model is developed to illustrate how culture shapes individual and situational moderators and thus influences the decision-making process. This conceptual model can be used in combination with previous research on differing cultural factors to better predict how people of different cultures may make decisions and react in times of crisis. The two examples of Hurricane Katrina (in the US) and Typhoon Morakot (in Taiwan) are presented to illustrate the conceptual model in practical terms and examine the impact of culture on decision-making in crisis situations. The findings show that culture can have a profound yet subtle influence on the decision-making process in times of crisis. The results of this study will help management teams to pay special attention to cultural differences while considering global strategy. This study lays the groundwork for future research to develop a more concrete and actionable understanding of how cultural factors affect the decision-making process in times of crisis. Furthermore, the model developed in this study will help leaders or managers to choose the best solutions in crisis situations.
Keywords: Hurricane Katrina; Typhoon Morakot; Cultural Composition; National Culture; Decision Making; Crisis Management
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