The Handbook of Cross-Cultural Management Research

Handbooks

Edited by: Peter B. Smith, Mark F. Peterson & David C. Thomas

  • Citations
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  • Chapters
  • Front Matter
  • Back Matter
  • Subject Index
  • Part I: Orientation

    Part II: Links between People and Organizations

    Part III: Organizational Structures and Processes

    Part IV: Managing a Multiple-Nation Workforce

  • Dedication

    For Anne, Susan, and Tilley

    Copyright

    View Copyright Page

    List of Tables

    • 3.1 Frequencies for Reported Sources of Guidance Employed in Different Nations 51
    • 3.2 Sources of Guidance Emphasized in the Chapters Within This Handbook 53
    • 10.1 Comparison of Western Versus PRC OCB Dimensions (Type 1) 171
    • 12.1 Review of Empirical Studies: Cross-Cultural Skills and Intercultural Effectiveness 207
    • 17.1 Global Values Derived From the Characteristics of the Global Work Environment 290
    • 20.1 Joint Effect of Climate, Wealth, and Cultural Formalization on Cultural Centralization 343
    • 20.2 Joint Effect of Climate and Wealth on Organic Versus Bureaucratic Organizational Strategies 347
    • 23.1 Three Approaches to Global Diversity Management 393
    • 25.1 Summary of Research on Multinational Enterprise (MNE) Manager Roles 414
    • 25.2 Summary of Research on Expatriate Boundary Spanning Roles and Role Stress 415
    • 25.3 Summary of Research on Interorganizational Boundary Spanning Roles 418
    • 25.4 Summary of Research on Role Stress Across Nations 425

    List of Figures

    • 5.1 Nation-Level Power Distance and Nation-Level Social Security as Joint Moderators of the Individual-Level Link Between Intrinsic Job Characteristics and Job Satisfaction 85
    • 5.2 National Social Security and Power Distance as Joint Moderators of the Relationship Between Intrinsic Job Characteristics and Job Satisfaction 85
    • 6.1 Summary of Studies Reviewed 97
    • 7.1 Societal Dimensions and the Psychological Contract 130
    • 8.1 Theoretical Model of Organizational Justice and Culture 137
    • 10.1 The Influence of Country Differences on Organizational Citizenship Behavior: An Integrative Conceptual Framework 167
    • 10.2 Psychological Determinants Mediating the Influence of Within- and Between-Nation Differences on Individual Organizational Citizenship Behavior 183
    • 13.1 Dorfman's Culture-Enveloping Model of Leadership 222
    • 13.2 The GLOBE Project's Theoretical Model 223
    • 13.3 The Dynamic Model of Leader-Follower Interaction 224
    • 14.1 Relationship Between Power and Influence Strategies 252
    • 17.1 Types of Organizations Operating in the Global Environment 287
    • 20.1 Joint Effect of Climate and Cultural Formalization on Cultural Centralization, Broken Down for Poorer and Richer Nations 344
    • 20.2 Effect of Climate on Organic Versus Bureaucratic Organizational Strategies, Broken Down for Poorer and Richer Nations 348
    • 26.1 Causal Models of the Relationship Between Cultural Differences and M&A Performance 437
    • 26.2 Integrative Model of the Process by Which Cultural Differences Affect M&A Performance 445
  • References

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