Cross-Cultural Management Research: Trend and Future Directions

Negandhi, Anant R.

doi:10.1057/palgrave.jibs.8490516

Cited by 79 publications

(32 citation statements)

References 20 publications

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“…This research confirms that there is a need to establish legitimacy and purpose to research in different international environments (Negandhi 1983;Tsang 2002) including the Middle East.…”

Section: Conclusion Limitations and Future Researchsupporting

confidence: 76%

Goal orientation effects on behavior and performance: evidence from international sales agents in the Middle East

Chakrabarti

Barnes

Berthon

et al. 2013

The International Journal of Human Resource Management

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“…This research confirms that there is a need to establish legitimacy and purpose to research in different international environments (Negandhi 1983;Tsang 2002) including the Middle East.…”

Section: Conclusion Limitations and Future Researchsupporting

confidence: 76%

Goal orientation effects on behavior and performance: evidence from international sales agents in the Middle East

Chakrabarti

Barnes

Berthon

et al. 2013

The International Journal of Human Resource Management

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“…The importance of business ideology forces has only recently come to the forefront of the international business empirical research, even though Negandhi (1983) had identified these as important a quarter-century ago. As previously identified, the three interrelated aspects of the business ideology are economic development, technological sophistication, and political systems.…”

Section: A Business Ideology Model Of Subordinate Influence Ethicsmentioning

confidence: 99%

Ethical preferences for influencing superiors: A 41-society study

Ralston

Egri²,

Carranza³

et al. 2009

J Int Bus Stud

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With a 41-society sample of 9990 managers and professionals, we used hierarchical linear modeling to investigate the impact of both macro-level and micro-level predictors on subordinate influence ethics. While we found that both macro-level and micro-level predictors contributed to the model definition, we also found global agreement for a subordinate influence ethics hierarchy. Thus our findings provide evidence that developing a global model of subordinate ethics is possible, and should be based upon multiple criteria and multilevel variables.

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“…The consequence is that research operationalization is generally poor. Other lamentations on the impoverished nature of development of cultural investigation have been consistently articulated over the last 30 years (Adler, 1983;Ajiferuke and Boddewyn, 1970;Bhaghat and McQuaid, 1982;Boyacigiller and Adler, 1991;Negandhi, 1983;Smircich, 1983;Tayeb, 1994).…”

Section: Paradigm Parochialism As a Development Retardantmentioning

confidence: 95%

Paradigmapping Studies of Culture and Organization

Lowe¹,

Moore

Carr

2007

Int'l Jnl of Cross Cultural Management

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This article argues that cross cultural management research is in a crisis of its own making. It is a captive of the delusion that nomothetic theory is progressing towards convergence of an ideal view. Within the context of this fallacy are competing perspectives and paradigms that appear incommensurable. The battle appears to be which paradigm will win. It is our contention that the battle is futile and unnecessary. We reveal how 'paradigmapping' is useful in understanding the manner in which paradigms and incommensurability can be framed in discourse involving culture and organization. Through this work of Frijof Capra we seek to formulate a new perspective on paradigms. This view enables an informative account of where principal contributions can be located within the intellectual space of studies of culture and organizations. It reveals that all knowledge contributions are captive of one privileged view, tolerant of a second marginalized view and denigrative or ignorant of a third view. In other words, all knowledge is captive of blind prejudices. We offer an outline of strategic research options within the field and the potential for transcending potential problems of incommensurability. We conclude that 'anything goes', as long as it involves what Capra has called 'epistemic consciousness'; namely a realization of the prejudices inherent in our epistemologies, a determination to avoid single-paradigm myopia, and encouragement to employ bricolage in the context of local moralities, relationships and actionable outcomes.KEY WORDS • Capra's triad • cross cultural management • epistemology • management theory • paradigms

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Cross-Cultural Management Research: Trend and Future Directions

Cited by 79 publications

References 20 publications

Goal orientation effects on behavior and performance: evidence from international sales agents in the Middle East

Goal orientation effects on behavior and performance: evidence from international sales agents in the Middle East

Ethical preferences for influencing superiors: A 41-society study

Paradigmapping Studies of Culture and Organization

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