managing cultural differences becomes a challenge for managers and supervisors in the twenty‐first century. Thus, managing … cultural differences is an essential skill all managers must master if they are to be successful in the global marketplace …

foreign nationals operating in another country. Consequently, many companies send their managers on some form of cultural … experiences were the methods that were the greatest help to US managers in understanding Mexican culture. Analysis of the data … would seem to support the idea that there must be factors other than training that influence a US managers understanding of …

Purpose – To investigation the centrality of islamic work ethic (IWE) in the lives of managers in Kuwait and provide a … were 762 managers randomly selected from government and private sectors. Among participants 50 per cent were female; 73 per … along with frequency distribution were used to analyze the data. Findings – The results indicated that managers scored high …

end in itself, but as a means to foster personal growth and social relations. Practical implications – Offers managers and …

and business suitability” of managers for appointment to cross‐border business and management roles. In particular, this … sample of 262 cross‐border managers working for a large transnational American owned logistics firm responded to this study … manager's cultural and business impact and hence assist in the selection of managers for cross‐border assignments. Originality …

Purpose – The purpose of this paper is to make clear how managers in Western organizations can understand the Japanese …, management model and way of doing business. What is evident, however, is that managers in both Japanese and Korean organizations … time, and how cultural traits influence the decision‐making process. Practical implications – Managers in Western …

female managers as comparatively obedient, submissive, timid, reserved, fearful, uncertain, passive, and interested in their … own appearance. They rated male managers as relatively more firm, independent, persistent, self‐reliant, and having a high …

intra‐cultural interaction of cross‐border managers when on foreign assignments. Design/methodology/approach – Data were … collected from 244 cross‐border managers working for Australian private sector businesses in South‐East Asia in two broad …‐cultural interaction; of cross‐border managers. Research limitations/implications – Future research will need to consider the potential for …

from 877 men and women managers and professionals working in the manufacturing sector in Turkey using anonymously completed …