This book challenges the universal applicability of strategic management concepts. It argues that it is necessary to pay attention to contextual facets of the environment, in particular to societal culture. It also depicts the current planning situation in the banking industry. The culture-boundness of strategy formulation and implementation is challenged and advocated trough discussing planning systems, processes, and heuristics, and contextual influences both an a theoretical basis and with empirical research. The book is based an my doctoral dissertation, which was completed at the Marketing and Banking Departments of the Vienna University of Economics under the auspices of Fritz Scheuch and Gustav Raab. Their teaching, constructive criticism, and encouragement provided the intellectual stimulation for bringing this dissertation to completion. This applies equally to several professors at the University of Illinois at Urbana-Champaign. Harry Triandis and Anant Negandhi introduced me to cross-cultural research and inter- national management. Howard Themas, Marjorie Lyles, and Irene Duhaime helped me to crystallize thoughts. Hanns-Martin Schonfeld, Seymour Sudman and Gerald Salancik challenged my thoughts about organizational behavior and methodology. Richard Watson, Univer- sity of Georgia, and Louis Flores of Northern Illinois University were very helpful in providing address material for Australia and Latin America, as well as through assistance with translations. Norihiro Suzuki of Int'l Christian University, Tokyo, and Hiro Matsusaki of Tokyo University helped with Japanese translations.