| The purpose of this study was threefold. The first objective was to examine the relationship between managers' cognitive propensity towards innovation and their preferences for different strategy-related objectives, decision-making modes, and management processes. Secondly, by surveying two samples of managers of different nationalities, this study sought to test the cross-cultural generalizability of these relationships. The third objective was to provide a more granular analysis of cognitive and strategy-related concepts by (1) using multi-item scales instead of nominal scales, and (2) using subscales scoring rather than typing.; One-hundred and nineteen (119) French managers and one-hundred and thirty-seven (137) American managers completed four measures: a shortened version of Kirton Adaptation/Innovation (KAI) inventory measuring cognitive orientation towards problem-solving; importance ratings of strategic objectives based on Porter's (1980) strategic typology; importance ratings of strategy-making modes based on the Hart's (1992) model; and importance ratings of strategic management roles based on Floyd and Wooldridge's (1992) model. Additional organizational and individual data were collected for covariate analyses.; The hypotheses formulated in this study were partially supported. When controlling for demographic difference, a significant relationship between adaptation/innovation and preferences for different types of strategic objectives was partially supported. Findings indicated that managers with high scores on the KAI originality scale tended to place more importance on strategic differentiation, but failed to support the hypothesis that rule conformity was related to preferences for cost leadership objectives.; Regarding strategy-making modes, ratings on the KAI's rule conformity and the command mode of strategy making were positively correlated. However, scores on the KAIs originality scale were only marginally related to generative and transactive modes of strategy making.; Preferences for different types of strategic management roles were partially related to the KAI results: managers with high scores on the KAI's originality scale attributed more importance to championing alternatives while managers with high scores on the KAI's rule conformity scale reported high preference ratings for implementing strategy.; Finally, French managers reported higher ratings for efficiency, strategic focus, command modes of strategy making, and upward strategic management roles. Limitations and implications of these results are discussed, and suggestions are made for future research. |
