This article considers power inequality in the context of cross-cultural organizational learning. A qualitative study of five Japanese subsidiaries operating in the People's Republic of China revealed that the Japanese had invested considerable effort into replicating and reinforcing the...

In a qualitative interview study, 20 Hong Kong Chinese informants were asked to report stories about colleagues who were either 'good soldiers' or 'good actors'. In stories about good soldiers, informants attributed their colleagues' organizational citizenship behaviour (OCB) primarily to...

In this paper, we develop a model of four modes of knowledge flow, two involving knowledge acquisition and sharing, and two involving the localizing, embedding and investment of knowing in practice. We illustrate the model with data from an embedded case study involving a focal China-based...

This paper draws on the social construction perspective and on social learning theory to examine the cross-cultural influences on organizational learning in MNCs. Social learning theory suggests that constructive engagement and member solidarity are key constituents of organization-based...

Qualitative interviews and observations were conducted to study the cross-border transfer of organizational learning systems to the subsidiaries of five Japanese manufacturing companies operating in South China. This paper develops a holistic model of the overall process, by integrating...

Representational predicaments reflect unfavorable perceptual or attributional incongruence between subordinates and superiors about the employees’ work, and adversely affect morale. Critical incident interviews were held with 63 Hong Kong Chinese employees from over 50 organizations. Stories...