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Cultural conflicts between Chinese managers and foreign managers in joint ventures
Tian, Zhilong; Cone, Malcolm - In: Chinese culture, organizational behavior, and …, (pp. 137-149). 2003
Persistent link: https://www.econbiz.de/10002246130
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American businesses in China : balancing culture and communication
Street, Nancy Lynch - 2003
Persistent link: https://www.econbiz.de/10013531478
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American businesses in China : balancing culture and communication
Street, Nancy Lynch; Matelski, Marilyn J. - 2008 - 2. ed.
evolution of 21st century China. The authors argue that after some 25 years of overt economic globalization, the Chinese have …
Persistent link: https://www.econbiz.de/10003685391
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American businesses in China : balancing culture and communication
Street, Nancy Lynch; Matelski, Marilyn J. - 2019 - Third edition
Chronology of Chinese-American trade, 1786-2008 -- The Chinese worldview -- Issues in globalization -- China's changing … consumer landscape -- Case study: Educational programs and exchanges in china -- Case study: Two art exhibitions cross the … China : more is better -- Case study: Daimler Chrysler : silence in China after the "deal heard round the world" -- Case …
Persistent link: https://www.econbiz.de/10012200123
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Unternehmenskulturen in globaler Interaktion : Menschen, Strategien, Erfolge
Köppel, Petra (contributor); Sohm, Stefanie (contributor) - 2008
Persistent link: https://www.econbiz.de/10014422980
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Facilitating intercultural negotiated practices in joint ventures : the case of a French-German railway organization
Barmeyer, Christoph I.; Davoine, Eric - In: International business review : the official journal of … 28 (2019) 1, pp. 1-11
Persistent link: https://www.econbiz.de/10011980598
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Cultural friction in international joint ventures : whose cultural distance affects market reactions?
Li, Chengguang - In: Journal of management 49 (2023) 7, pp. 2288-2317
Persistent link: https://www.econbiz.de/10014326143
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A Cultural Contingency Leadership Model for Multinational Joint Ventures
Albritton, Jr., Frankie P - 2009
Fieldler‘s (1967) contingency theory with its Least Preferred Coworker (LPC) instrument, while groundbreaking, has not been the subject of significant recent research in leadership theory. A significant opportunity to apply the theory to culturally contingent leadership (CCL) research has thus...
Persistent link: https://www.econbiz.de/10014046368