Cross-Cultural Interaction: The International Comparison Fallacy?
International management studies have been based primarily on the comparison of managerial behavior in countries around the world. Often these studies have implied that business people behave similarly with their domestic colleagues as with their foreign counterparts. In questioning that assumption, this study tests whether intra-cultural behavior accurately predicts cross-cultural behavior. Using a negotiation simulation and a sample of 462 Japanese, American, and Canadian businesspeople, behaviors in cross-cultural negotiations were found to differ in some important ways from those in intra-cultural negotiations.© 1989 JIBS. Journal of International Business Studies (1989) 20, 515–537
Year of publication: |
1989
|
---|---|
Authors: | Adler, Nancy J ; Graham, John L |
Published in: |
Journal of International Business Studies. - Palgrave Macmillan, ISSN 0047-2506. - Vol. 20.1989, 3, p. 515-537
|
Publisher: |
Palgrave Macmillan |
Saved in:
Online Resource
Saved in favorites
Similar items by person
-
In Search of Appropriate Methodology: From Outside The People's Republic of China Looking In
Adler, Nancy J, (1989)
-
Adler, Nancy J, (1992)
-
A Typology of Management Studies Involving Culture
Adler, Nancy J, (1983)
- More ...