{'fraction_non_alphanumeric': 0.019165727170236752, 'fraction_numerical': 0.0, 'mean_word_length': 5.297872340425532, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Perception of Environment, Strategic Choice and Firm Performance: An Empirical Study of U.S. And South African Executives

The underlying tenet of this study was that perception of the environment and firm performance influences executives’ propensity to choose a given strategy. Hypotheses were formulated and tested using senior executives from the largest corporations in South Africa, and from the largest U.S. firms with operations in South Africa. Data were collected through a mail questionnaire and personal interviews conducted both in the U.S. and South Africa. One of the hypothesized relations to be significant: perception of higher performance was related to preference for entrepreneurial strategies. Another was found to be opposite what was hypothesized: distance from the subsidiary was found to have an attenuating effect on the perception of environmental turbulence.