The Impact of Natural Culture and Economic Ideology on Managerial Work Values: A Study of the United States, Russia, Japan, and China

Does a Connection Exist Among National Culture, Alliance Strategy, and Leading Ict Firms’ Performance?

“…Much evidence exists on the influence of national culture on a firm's international investments (Kogut, Singh 1988), decision processes (Rugman, Collinson 2009), leadership values (Ralston et al 1997), employee values (Chang et al 2003), inter-firm cooperation (Child, Faulkner 1998), and performance (Ghamewat 2001). National culture affects the organizational model, decision-making processes, people's values and perceptions, and organizational governance as well as controlling information and its use from a centralized to a decentralized perspective (Davenport 1997, Hofstede 2005.…”

Cultural Crossvergence and Social Desirability Bias: Ethical Evaluations by Chinese and Canadian Business Students

“…While convergence and divergence may appear to be at extreme ends of the spectrum, there is a body of research (e.g., Ralston et al, 1997) that finds evidence of crossvergence, or the integration of the divergence/convergence viewpoints within management philosophies. In their initial study, Ralston et al (1993) defined crossvergence as a value set that lay somewhere in between the values supported by national culture and economic ideology.…”

“…Convergence theorists (e.g., Myloni et al, 2004), however, hold that as the pressures of globalization make themselves more evident, managers, irrespective of their cultural backgrounds, will be induced to adopt increasingly similar-looking value systems to meet global business challenges. The crossvergence viewpoint (e.g., Ralston et al, 1997) seeks to establish a middle ground between these two perspectives, positing that managers integrate their cultural perspectives with organizational imperatives to achieve a hybrid value system that evidences some aspects of both convergence and divergence. A recent perspective on the crossvergence-divergence debate holds (e.g., Clark, 1996) that both could be taking place simultaneously, but at different levels.…”

Motives for dissolution in export relationships: evidence from the UK

“…Although national culture may have a dominant imprint on the values and attitudes of managers this does not manifest itself to influence the dissolution motive in international relationships. Determining the influence of culture on international relationships with any degree of accuracy is fraught with complexities (in particular, any 'framework' of culture used to underpin any cross-cultural study) and owing to the 'cross-pollination' of culture in today's global economy (Ralston et al, 1997).…”