Environmental Scanning and Strategic Decisions in Multinational Corporations

This paper reports on an empirical study of the strategic decision consequences associated with environmental scanning by MNCs at the HQ‐FS level. The study focuses on decisions that relate to strategic change. After a review of theoretical arguments that relate environmental scanning with strategic change, hypotheses are developed and tested. Results are discussed in light of relevant works in the area, and implications for international management research and practice are noted.