The influence of culture on strategic decision making in Japan and China

Abstract

This thesis considers in the influence of culture on strategic decision-making processes in Japan and China. It applies strategic culture and operational code analysis to two historical case studies, Japan in 1941 and China in 1954, and considers primary source documents from both cases. Through this analysis, the thesis assesses the strengths and weaknesses of both research perspectives and develops a composite view of decision-making for both Japan and China. It determines that elements of culture, manifested through strategic culture and operational code, had a significant influence on decision-making in both cases, but that it cannot entirely supplant structural theories of international relations in determining state behavior. It suggests some future research avenues that could improve understanding of these cases and decision-making research in general.