The effects of cross‐cultural training on American managers in a Japanese‐American joint venture

Hammer, Mitchell R.; Martin, Judith N.

doi:10.1080/00909889209365327

Cited by 74 publications

(26 citation statements)

References 28 publications

(31 reference statements)

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“…Next to this, Earley (1987) found that cross-cultural training had a positive effect on the cultural adjustment process of the expatriate as well as on their managerial performance. Hammer and Martin (1992) drew the same conclusions from a similar study.…”

Section: Expatriate Training and Selectionsupporting

confidence: 71%

“There Is Nothing Either Good or Bad, but Thinking Makes It So” – Cross-Cultural Perception and Cooperation in Bangladesh – It’s Not About Culture

Heijes¹

2018

EJBM

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This paper seeks to understand the dynamics of cross-cultural cooperation between Dutch expatriates and their Bangladeshi counterparts. As research on expatriates in Bangladesh is still lacking, an exploratory approach was chosen, in order to gain in-depth knowledge. It was found that national culture might be less important in the Bangladeshi context. Rather having a positive attitude and knowledge of the language was found to be important for effective management control in Bangladesh. Next to this, the cultural distance between the Netherlands and Bangladesh is larger from the perception of the expat and smaller from the perception of the Bangladeshi counterpart.

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Section: Expatriate Training and Selectionsupporting

confidence: 71%

“There Is Nothing Either Good or Bad, but Thinking Makes It So” – Cross-Cultural Perception and Cooperation in Bangladesh – It’s Not About Culture

Heijes¹

2018

EJBM

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“…For example, there was a corrected correlation between cross-cultural training and expatriate job performance of .39. Since this meta-analysis was published, other primary empirical studies have further confirmed the effectiveness of cross-cultural training programs (Bhawuk, 1998;Hammer & Martin, 1992;Harrison, 1992).…”

Section: Importance Of Cross-cultural Trainingmentioning

confidence: 81%

Predicting cross-cultural training performance: The validity of personality, cognitive ability, and dimensions measured by an assessment center and a behavior description interview.

Lievens¹,

Harris²,

Keer³

et al. 2003

Journal of Applied Psychology

211

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This study examined the validity of a broad set of predictors for selecting European managers for a cross-cultural training program in Japan. The selection procedure assessed cognitive ability, personality, and dimensions measured by assessment center exercises and a behavior description interview. Results show that the factor Openness was significantly related to cross-cultural training performance, whereas cognitive ability was significantly correlated with language acquisition. The dimensions of adaptability, teamwork, and communication as measured by a group discussion exercise provided incremental variance in both criteria, beyond cognitive ability and personality. In general, these results are consistent with the literature on domestic selection, although there are some important differences.

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“…For example, a comparison between organizational development practices in Latin and Mediterranean countries and more Anglo-Saxon countries demonstrates a difference in rigidity and structure of organizational development (Magalhaes, 1984). Furthermore, the transferability of training practices among different cultures or countries, though seemingly desirable (Ronen, 1997), has been noted to be difficult (Latham, 1988) and at times unsupported by management (Hammer & Martin, 1992). Our study fills an expressed need to extend research in the theory and application of human resource management practices, specifically diversity training, on an international scale Triandis & Bhawuk, 1997).…”

mentioning

confidence: 95%

Reactions to diversity training: An international comparison

Holladay

Quiñones

2005

Human Resource Development Quarterly

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The effects of cross‐cultural training on American managers in a Japanese‐American joint venture

Cited by 74 publications

References 28 publications

“There Is Nothing Either Good or Bad, but Thinking Makes It So” – Cross-Cultural Perception and Cooperation in Bangladesh – It’s Not About Culture

“There Is Nothing Either Good or Bad, but Thinking Makes It So” – Cross-Cultural Perception and Cooperation in Bangladesh – It’s Not About Culture

Predicting cross-cultural training performance: The validity of personality, cognitive ability, and dimensions measured by an assessment center and a behavior description interview.

Reactions to diversity training: An international comparison

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