This article aims to analyze and assess the applicability of widely employed frameworks in cross-cultural management research. First, some criteria are conceptualized and then, eight cultural frameworks are examined and their relevance with respect to defined criteria is determined. At the end,...

In global markets, a 'competitive' corporate culture tends to develop communications and information flows, manufacturing decentralisation, decision making autonomy, operating accountability and ethical conduct. In this context, the global corporate culture highlights the central role of...

Firms compete today in a situation of intense rivalry, in global markets that are subject to political, social and technological instability. As a result, no company can rely only on its own resources, knowledge and skills as it did in the past. Global managerial economics demands ramified,...

This research presents an analyse of the building-up of an « ad-hoc » identity in a group formed through the merger of several european companies. In particular, we study the relevance of the concept of european managerial culture in the case of EADS (European Aeronautic Defence and Space...

Purpose This qualitative case study research describes the human resource management (HRM) practices of four leading Indian information technology (IT) subsidiaries located in Mexico. The purpose of this study is to understand the implementation of these practices from the global...

Purpose – This paper aims to extend the intercultural service encounters (ICSE) framework using role theory and information asymmetry perspective, to hypothesize differences in the strength of many relationships based on service role (customers versus employees). Design/methodology/approach...

Purpose – Although knowledge transfer is generally conceived as a two‐way process in which knowledge is transferred to and from the knowledge source, research has tended to focus on the first part of the process and neglect the second part. This study aims to examine the feedback loop and...