Suchergebnisse

Multinational corporations (MNCs) are frequently pictured as being at the vanguard of global integration.They face strong incentives to maximize economies of scale in research and development, purchaising, production and marketing, and encounter low barriers in the dissemination of technologies and best practices. This special issue brings together various papers that focus on different aspects of the tension between global and local within MNCs

Existing studies show that national cultures influence governance and economic performance, but sub-Saharan Africa is sparsely covered in international comparative culture studies, and the existing studies suffer from a western bias. This present study aims to fill this void, by focusing on sub-Saharan Africa and introducing an African bias. A research instrument was developed by means of a Delphi study among African scholars. Analysis of the data from six African countries and eight countries from Europe, Asia and the Americas, reveals eight cultural dimensions, three of which are strongly correlated to Hofstede's power distance and individualism-collectivism. Strong correlations between four of the eight dimensions of culture and indicators of the quality of governance are found. Three of the other dimensions correlate significantly with indicators of economic performance. The findings strongly suggest that a number of the cultural dimensions identified are relevant for governance and economic performance.

Integration processes after mergers are fraught with difficulties, and constitute a main cause of merger failure. This study focuses on the human aspect of post-merger integration, and in particular, on the role of occupational identification. We theorize and empirically demonstrate by means of a survey design that employees' identification with their occupation is positively related to their willingness to cooperate in the post-merger integration process, over and above the effect of organization members' organizational identification. This positive effect of occupational identification is stronger for uniformed personnel but attenuates in the course of the integration process. Qualitative interviews further explore and interpret the results from our statistical analysis. Together, these findings have important practical implications and suggest future research directions.

"Comparative International Management is a classic textbook for International Business that teaches the core concepts of International Business through a systematic comparison of management practice in countries across the world. This approach, unique to textbooks in the field, highlights cultural and behavioural themes and demonstrate the diversity of practice in global business, and allows for an exploration of globalization. Fully revised and updated, this third edition has been restructured for clarity and ease of use, with new sections covering theoretical underpinnings so that they are easy to understand. Also new to this edition: Coverage of emerging and contemporary issues including environment and sustainability issues; international SMEs and entrepreneurship; technology, AI, and automation; and the future of work post-pandemic Practical application sections to help readers connect theory with practice More coverage of government and non-profit organizations Reflective and problem-solving questions at the end of each chapter With student and instructor friendly resources such as chapter summaries, mini-case scenarios, larger case studies and power-point slides, this book is essential core reading for advanced level and postgraduate students in International Business and International Management"--

This article describes a theoretically-grounded framework of cultural dimensions conceptualized and operationalized at the individual level of analysis, based on the work of anthropologists Kluckhohn and Strodtbeck. We present empirical data gathered from five countries - Canada, Mexico, the Netherlands, Taiwan, and the United States - to assess the validity of the framework. We then use the results to explore how the cultural orientations framework can add insight and new perspectives to critical questions in cross cultural management research.