The frame of reference used by key boundary personnel in SMEs in diverse cultures: a comparison of Japan and Qatar

Abstract

Purpose: This study aims to examine the theoretical and epistemological assumptions that underlie strategic decision-making in small-medium enterprises (SMEs) relationships by examining the different organizational frames of reference (OFoR) used in two different cultures - Japan and Qatar. Design/methodology/approach: The data were collected from a self-administered questionnaire. The data analysis was conducted on three stages; confirmatory factor analysis, Indices calculation and cluster analysis to examine the cross-national differences in various FoR. Findings: Results reveal that SME managers in both Japan and Qatar exhibit aspects of all four OFoR types, but with notable differences in dominant frames by country. This indicates a blend of universal and culturally specific factors shaping strategic decision-making across the two regions. Originality/value: By being the rare studies to directly compare OFoR in SMEs across distinct cultural settings, this research contributes a novel perspective on cross-cultural strategic frameworks in SME environments. The findings deepen understanding of how cultural context shapes strategic frames, offering valuable insights for scholars and practitioners aiming to facilitate cross-cultural collaboration and strategic alignment in multinational SME settings.