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Publisher: Emerald   (Total: 335 journals)

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Showing 1 - 200 of 335 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 27)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 15, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 13, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 2)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 47, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 1, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 3, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 55, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 26)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 149, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 14)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 7, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 7, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access  
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 1)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 18, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 212)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 13, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 5, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 15, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 1, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 12, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 4, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 6, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 7, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 6)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 20, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 113, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 20, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 13, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 7, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 22, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 18, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 9, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 10, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 41, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 14, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 45, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 15, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 61, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 43, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 7, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 7, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 5, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 13, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 11, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 14, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 7, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 4, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 3, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 7, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 5, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 6, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 25, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 8, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 8, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 6)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 9, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 1, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 8)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 9)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 6, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 18)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 9, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 9, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 14, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 10, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 10, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 6, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 20, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 9, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 46, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal  
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 12, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 5, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 14, SJR: 1.076, h-index: 57)
J. for Multicultural Education     Hybrid Journal   (Followers: 3, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 14, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 47, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 14, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 48)
J. of Asia Business Studies     Hybrid Journal   (Followers: 3, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 18, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 4, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 16, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 2, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 111, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 54)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 9, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 169, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 5, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 5)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 331, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal  
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 8)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 11)
J. of Forensic Practice     Hybrid Journal   (Followers: 41, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 1)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 17, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3, SJR: 0.376, h-index: 8)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 12)

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Journal Cover Cross Cultural & Strategic Management
  [SJR: 0.356]   [H-I: 13]   [7 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 2059-5794
   Published by Emerald Homepage  [335 journals]
  • Applying cultural intelligence to religious symbols in multinationals
    • Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 2, May 2017.
      Purpose The purpose of this conceptual paper is to describe how religious symbols might impede employees’ motivational CQ in some international contexts, and how multinational managers might employ this knowledge to respond in a manner that mitigates risks to knowledge sharing. Design/methodology/approach The paper uses several theories (e.g., cultural intelligence, social categorization, expectancy, and contact theories) to develop a conceptual model about the nature of the risk to employees’ motivational CQ. It then draws on models of acculturation to explore how MNC managers might respond. Findings It is conjectured that the salience of religious-based value conflict, learned both vicariously and through direct experiences, will adversely impact motivational CQ, and that the introduction of religious symbols may exacerbate this relationship. A framework of possible interventions is offered, and each intervention approach is evaluated in terms of how it may mitigate or exacerbate the risks raised by the model. Research limitations/implications The proposed model requires empirical validation. Practical implications Multinationals are advised how (and why) to treat the preservation of motivational CQ as central to any intervention in the conflict over religious symbols. Originality/value Controversy over the use of religious symbols in the workplace has generated considerable international media attention, but has been neglected by cross-cultural management research.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-03-16T12:18:53Z
      DOI: 10.1108/CCSM-05-2015-0069
       
  • A Perspective on Gender in Management: The Need for Strategic
           Cross-Cultural Scholarship on Women in Management and Leadership
    • Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 2, May 2017.
      Purpose There is still a lack of understanding why there is little progress when it comes to women seeking and obtaining top management and leadership positions in organizations today, and this is particularly true within the cross-cultural and international management and leadership contexts. One step forward, however, is to understand current work and trends in research and theory to identify these gaps. Hence, the purpose of this perspective is to provide an overview of the most recently published literature on the role of gender in management teams within and across cultures. Design/methodology/approach This content analysis has examined the most recent literature (i.e., 2010 to March 1, 2016) in 15 influential academic journals within the cross-cultural and international management field. The study has analyzed 152 primary and 85 secondary articles that met the strict criteria of the study. Findings Results include findings on journals/articles, gender of authors, countries included in data collection, constructs measured, tone of manuscripts (i.e., adverse outcomes associated with gender compared to the neutral/mixed or positive effects), and the theoretical frameworks utilized in the articles. Research limitations/implications This analysis will be useful for researchers, theorists, and practitioners in understanding the current knowledge base and in discovering the emerging gaps and needs. Originality/value This is the first study of its kind within gender and cross-cultural/international management. The findings clearly show gaps in research and theory that will help guide future work.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-03-16T12:18:52Z
      DOI: 10.1108/CCSM-05-2016-0101
       
  • The impact of gender and culture on networking and venture creation - An
           exploratory study in Turkey and MENA region
    • Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 2, May 2017.
      Purpose To date, little research has been focused on the nature and dynamics of female entrepreneurial networking activity. Thus, the purpose of the paper is to examine how gender and culture affect business creation, how women perceive social capital and how important their personal networks are for their businesses, especially in the context of patriarchal societies where Islam is the dominant religion. Design/methodology/approach Semi-structured interviews were conducted with 25 women entrepreneurs living and operating business in Turkey and in four countries of the MENA region, namely Lebanon, Saudi Arabia, Morocco and Egypt. Findings The results indicate that being a woman entrepreneur in a highly patriarchal society limits entrepreneurial activities due to culture and social norms. However, networking appears as the key factor for these women entrepreneurs to overcome the barriers that they face like access to capital, financial information, resources and new business opportunities. Research limitations/implications This study has limitations tend to be commonly found in exploratory studies, such as a small size. However, the findings lay the groundwork for the future studies to examine the female entrepreneurial networking activity in a different research context. Practical implications The findings are helpful for policymakers and others interest groups interested in improving the conditions for female entrepreneurship. Governments and other economic actors need to provide training on both management and networking skills, encourage local businesses and associations to provide their venues for networking opportunities and also support to women business organizations. Originality/value This research provides empirical evidence of the nature and dynamics of female entrepreneurial networking activity in the context of patriarchal societies.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-03-16T12:18:52Z
      DOI: 10.1108/CCSM-04-2016-0090
       
  • Family and state ownership, internationalization and corporate
           board-gender diversity: Evidence from China and India
    • Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 2, May 2017.
      Purpose In times of vivid debates on the inclusion of women on boards, this study sheds new light on the composition of boardrooms in emerging market firms by investigating how family and state ownership affect board-gender diversity in the emerging economies. Design/methodology/approach This study uses Tobit regression to examine the effect of firm ownership on board gender diversity. A panel dataset of Chinese and Indian firms for the period 2004-2013 is used to conduct this study. Findings The results show a negative and significant impact of family and state ownership on the proportion of women directors. However, this relationship is seen to be reverse if the firm is operating in international markets. Notably, a negative relationship was seen to persist between ownership structure and board-gender diversity for both female executive and independent board members. Whereas, a positive impact of internationalization was observed only for independent female directors. Originality/value This research addresses the board-gender diversity issue in emerging economies by focusing on firm characteristics which are unique to their business context. Further, this study identifies the conditions under which emerging market firms assimilate or proscribe women on their boards by recognizing the salient features of firms from emerging markets. Hence, in doing so, new evidence is added to the studies on the determinants of board-gender diversity. Lastly, it advances the earlier literature based on resource dependency and agency views and demonstrates the importance of internationalization for the inclusion of women on corporate boards.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-03-16T12:18:51Z
      DOI: 10.1108/CCSM-11-2015-0159
       
  • Research on women in international business and management: then, now, and
           next
    • Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 2, May 2017.
      Purpose To address the paradox that represents a shortage of women in management and senior leadership positions around the world, while research has consistently shown that having women in positions of influence leads to noteworthy organizational benefits, as guest editors for this special issue, we provide an overview of four key streams of cross cultural research on gender—women in international management, anthropology and gender, women’s leadership, and women’s entrepreneurship—which have been fairly well-developed but remain underexplored. Design/methodology/approach Each author led the review of the scholarly literature stream that aligned most with personal research areas of expertise, while particularly focusing each literature review on the status of each body of work in relation to the topic of women and gender in international business and management. Findings We encourage future work on the role of women and gender (including gay, lesbian, and transgender) in cross cultural management, and the influence of cross cultural matters on gender. In addition to new research on obstacles and biases faced by women in management, we hope to see more scholarship on the benefits that women bring to their organizations. Practical implications New research could aim to provide specific evidence-based recommendations for: how organizations and individuals can work to develop more gender diversity in management and senior positions around the world, and encourage more women to start and grow bigger businesses. Originality/value This is the first article to cover these topics and review the body of work on cross cultural research on women in international business and management. We hope it serves as a useful launch pad for scholars conducting new research in this domain.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-03-16T12:18:50Z
      DOI: 10.1108/CCSM-02-2017-0011
       
  • Looking out or looking up: Gender differences in expatriate turnover
           intentions
    • Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 2, May 2017.
      Purpose With the steady increase in the number of female expatriates and multinational corporations’ (MNCs’) pressing need for global female talent, understanding the factors that attract and retain female expatriates is urgent. Drawing from the literatures on gender differences in (domestic) labor turnover and gender differences in social networks, we investigate gender differences in expatriates' turnover intentions. Design/methodology/approach We collected data via a questionnaire survey from an international sample of female (N=164) and male (N=1,509) expatriates who were on a company-sponsored international assignment at the time of completing the survey. Findings Our findings show that female expatriates’ turnover intentions are mainly explained by satisfaction with company support. In contrast, male expatriates’ turnover intentions are explained by repatriation concerns and perceived gap between within- and outside-company career-advancement opportunities, in addition to satisfaction with company support. We did not find any gender differences in the levels of turnover intention per se. Practical implications Since males dominate the expatriate cadre of most companies, existing expatriate retention strategies are likely to be geared toward males. Companies that value and want to retain their female talent, need to gain a better understanding of what matters to female expatriates in their decisions to stay or leave the company, and adjust their expatriation and repatriation management strategies accordingly. Originality/value Our study is one of the first to empirically test the gender differences in expatriate turnover intentions. We propose two underlying mechanisms that explain gender differences in expatriate turnover intentions: (1) social integration, and (2) career advancement. Our findings point to an important new research frontier that focuses on gender differences in the underlying mechanisms of turnover intentions rather than in the level of turnover intentions.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-03-16T12:18:50Z
      DOI: 10.1108/CCSM-02-2016-0046
       
  • The effectiveness of transformational leadership on empowerment: the roles
           of gender and gender dyads
    • Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 2, May 2017.
      Purpose This study investigates the influence of gender on the effectiveness of transformational leadership. Drawing on role congruity theory, it elucidates the moderating effects of leader gender, subordinate gender, and leader–subordinate gender dyad on the relationship between transformational leadership and psychological empowerment. Design/methodology/approach Employees of companies in Korea responded to a paper-pencil survey, rating their psychological empowerment and leadership behaviors of their direct leader on a five-point Likert-type scale. The analysis includes 339 responses. Findings The results indicate that a leader’s gender has no significant moderating effect on psychological empowerment, but the gender of the subordinate has a significant moderating effect, with male subordinates more strongly influenced by transformational leadership than female subordinates. Notably, the findings show that the effectiveness of transformational leadership is contingent on the leader–subordinate gender dyad. Specifically, transformational leadership has as significant an effect on female leader–male subordinate dyads as on male leader–male subordinate dyads. Research limitations/implications This study contributes to leadership and gender studies in the management field by investigating the effect of gender roles on the effectiveness of transformational leadership. Future research should extend this study and explore whether these findings are generalizable. Practical implications The remarkable finding of the effect of female leadership on employee empowerment suggests organizations should use more female leaders. Originality/value This is the first empirical study to shed light on gender issues in relation to transformational leadership in Korea.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-03-16T12:18:49Z
      DOI: 10.1108/CCSM-03-2016-0075
       
  • Funding challenges of Latin American women start-up founders in the
           technology industry
    • Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 2, May 2017.
      Purpose Women in entrepreneurship can have a significant impact on economic and social development globally and particularly in developing countries. But the challenges entrepreneurial women face are unique and multiple, pressing the need for research and policies to maximize impact. The paper analyses challenges women startup founders face to secure funding in the technology industry. The tech industry was selected because it is a non-traditional industry for women with high potential for role models to bridge an existing gap in information on women startup founders to secure capital financing to attain business sustainability. It covers VC investors’ role, Latin American cultural reasons, and gender. Design/methodology/approach The study is based in an inductive, qualitative approach and in-depth interviews with 20 women entrepreneurs and startup founders from Latin American countries who received support from the Chilean government sponsored accelerator “Start-Up Chile”. Findings The analysis uncovered 10 aspects that impact entrepreneurial women founders to access capital in 3 categories: capital needs, networks, and individual characteristics. Originality/value The study identifies factors that affect women entrepreneurs rising capital and facing dual challenges: first, working in a non-traditional field for women as it is the technology industry and, second assuming a leadership role as startup founders. The results offer recommendation with potential to drive public policies in Latin America, which may to be scalable to other developing and also to developed countries where market systems prevail. The findings show that women entrepreneurs, but also men, seeking start-up financing and alternatives are a viable source of employment and economic sustainability to mitigate the effects of increasing levels of unemployment worldwide.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-03-16T12:18:49Z
      DOI: 10.1108/CCSM-03-2016-0072
       
  • Gender and operations management
    • Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 2, May 2017.
      Purpose Work that is considered appropriate for only one gender by the indigenous culture is explored. The focus is on the operational issues that accrue due to the combination of what is deemed appropriate treatment to, and activities of, women. Global differences in the operational sub-categories of business location, layout, the implementation of process improvement programs, shift scheduling, operational compliance, the strategic capability of volume flexibility, and other issues are explored. Design/methodology/approach Literature from the disparate fields of Women's Studies, Anthropology, Law, Developmental Economics, and Management are synthesized. Findings There are extreme differences internationally in the viability of operational practices involving shift work, facility location, and other production issues. Particularly, research involving the implementation of quality management programs may be compromised due to gender effects. Practical implications A large number of practical issues are discussed. The viability and wisdom of many operational practices being copied from different cultures is addressed. Originality/value This work is a synthesis of the same subjects from widely disparate intellectual domains. We inform management scholars and managers from unusual sources in Medicine, Women's Studies, Anthropology, Developmental Economics, and Law.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-03-16T12:18:48Z
      DOI: 10.1108/CCSM-05-2016-0097
       
  • Culture and context matter: gender in international business and
           management
    • Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 2, May 2017.
      Purpose Introduction to the special issue on "Gender and International Business". Design/methodology/approach Conceptual and descriptive statistics. Findings We find evidence of increasing gender equality in the workplace, but only for rich countries. Gender inequalities persist in the poorest countries, and the gap between rich and poor countries appears to be widening not narrowing. Research limitations/implications Demonstrates the need for a comprehensive research program on gender and international business. Practical implications We provide useful statistics that could possibly be picked up by newspapers. Our paper also highlights the need for a more sustained research program on gender and development. Originality/value Our empirical findings with respect to gender inequality across UNDP country categories over time are, to the best of our knowledge, novel and original. Relating the gender inequality gap to culture and context highlights the roles that social issues and the environment play in affecting gender inequality across countries and across time.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-03-16T12:18:47Z
      DOI: 10.1108/CCSM-02-2017-0020
       
  • The upside of cultural differences: Towards a more balanced treatment of
           culture in cross-cultural management research
    • First page: 2
      Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 1, February 2017.
      Purpose This introductory paper to the Special Issue encourages scholars to look at commonly considered phenomena in international business and cross-cultural research in new ways and to theorize and explore how cultural diversity, distance, and foreignness create value for global organizations. These considerations should result in a more balanced treatment of culture in cross-cultural management research. Design/methodology/approach The idea that there are negative consequences associated with cultural differences is pervasive in hypotheses formulation and empirical testing in international business and cross-cultural management literature, as reflected in widely used constructs such as “cultural distance”, “cultural misfit”, “foreignness”, and related concepts. Consistent with a Positive Organizational Scholarship (POS) perspective on culture and cultural differences, the authors emphasize the positive role of distance and diversity across national, cultural, institutional, and organizational dimensions. In addition, they provide an overview of the contributions to the Special Issue. Findings Examining the positive side of culture is not only beneficial theoretically in terms of filling the existing gaps in the literature, but is also crucial for the practice of international and global business. Accordingly, the contributions to the Special Issue highlight how explicitly considering positive phenomena can help better understand when and how cultural diversity, distance, and foreignness can enhance organizational effectiveness and performance at multiple levels. They include five research papers, a Distinguished Scholar Essay by Kim Cameron, the founder of the POS movement, and an interview piece with Richard Nisbett, a pioneer researcher in culture and cognition. Originality/value The overemphasis on adverse outcomes associated with cultural differences in existing research has hindered our understanding of the processes and conditions that help organizations leverage the benefits of cultural differences in a wide range of contexts. This introductory paper together with the contributions included in the Special Issue showcases the positive dynamics and outcomes associated with cultural differences, distance, and diversity in a wide range of international business contexts.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-01-07T12:34:34Z
      DOI: 10.1108/CCSM-11-2016-0191
       
  • Cross-cultural research and positive organizational scholarship
    • First page: 13
      Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 1, February 2017.
      Purpose In view of the emphasis in cross-cultural research on negative factors such as cultural misfit, cultural distance, and the liability of foreignness, this article offers one explanation for why this is the case and highlights the advantages of giving at least equal emphasis to research on positive factors. Three propositions are offered to guide future cross-cultural research. Design/methodology/approach Summaries of empirical studies on the inherent inclinations of human systems toward the negative, as well as inclinations toward the positive, produce explanations for each of these biases and their implications for cross-cultural scholarship. Findings By prioritizing positive factors instead of negative factors, individuals and organizations perform at much higher levels than when the reverse is the case. Virtuous practices, in particular, are associated with positively deviant performance. Inasmuch as virtuousness is universally valued, its emphasis can address some of the liabilities of difference inherent in cross-cultural contexts. Originality/value The three propositions offered in the article explain why negative biases exist, how positive biases provide an advantage to individuals and organizations, and highlight future directions for cross-cultural research. Social scientists have been challenged to help enable 51 percent of the world's population to flourish by mid-century, and prioritizing positive cross-cultural phenomena is one prescription for achieving that objective.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-01-07T12:34:38Z
      DOI: 10.1108/CCSM-02-2016-0021
       
  • The double-edged sword of cultural distance in international
           alliances—how perceived cultural distance influences trust and task
           discourse to drive new product development performance
    • First page: 33
      Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 1, February 2017.
      Purpose While previous studies have primarily assumed dysfunctional effects of cultural distance in joint ventures and M&A, this paper elucidates from a Positive Organizational Scholarship (POS) perspective how perceived cultural distance can advance firms’ new product development (NPD) within non-equity alliances. This paper explains how perceived cultural distance stimulates task discourse that supports alliance partners’ employees in recognizing and applying culture-related differences as complementary problem-solving potentials. Due to a lower integration level in non-equity alliances compared to joint ventures or M&A, this paper assumes that the positive effects outweigh the negative effects of cultural distance. Design/methodology/approach This study applies structural equation modeling to test the hypothesized effects on a sample of 246 international alliances in the manufacturing industry. Findings The analysis mainly supports the hypothesized model and unravels how positive effects can emerge from perceived cultural distance. Practical implications The findings provide managerial implications. Alliance managers should note that cultural distance can have positive and negative effects, and thus it is not a barrier per se in alliances. Firms can benefit from cultural distance if they are able to leverage culture-specific complementarities through task discourse among partners in alliances. Originality/value The manuscript uses a unique dataset of 246 international alliances from the global manufacturing industry. The manuscript has not been published elsewhere.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-01-07T12:34:44Z
      DOI: 10.1108/CCSM-03-2016-0065
       
  • Creating the asset of foreignness: Schrödinger’s cat and
           lessons from the Nissan revival
    • First page: 55
      Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 1, February 2017.
      Purpose This paper challenges the assumption in cross-cultural research of Liability of Foreignness (LOF). The literature review demonstrates that LOF comes from pressures for isomorphism, while Asset of Foreignness (AOF) can derive from the active process of breaking norms. The study explores how leaders can initiate and sustain AOF. Design/methodology/approach The paper analyzes the case of the Nissan Revival led by Carlos Ghosn and the impact in the years after. The analysis is based on the authors’ interviews and discussions with Ghosn and senior leaders at Nissan and Renault, complemented with published interviews and assessments. Findings Analysis confirmed the potential for AOF, and further uncovered four patterns of behavior that created AOF virtuous cycles among Nissan leaders: initiating trust; shaping identity; anchoring and transcending common language; and acting positively on ignorance. The virtuous cycles were sustainable and transformed into new global strategic perspectives. Research limitations/implications The paper proposes a research model identifying moderators between foreignness and performance. Generalizability is limited by the focus on a single case study. Practical implications The four sets of behaviors can serve as guides to action for leaders when working in foreign contexts. Originality/value This research goes beneath the surface of a famous example to analyze leadership dynamics over time, and provides insight on positive aspects of foreignness.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-01-07T12:34:32Z
      DOI: 10.1108/CCSM-12-2015-0194
       
  • Facilitating culturally diverse groups with visual templates in
           collaborative systems: Increasing structuration to improve precision
    • First page: 78
      Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 1, February 2017.
      Purpose The use of visual templates has proven instrumental in supporting group meetings. This study explores whether visual templates enable culturally diverse groups to achieve greater task precision in face-to-face meetings. Design/methodology/approach Building on Adaptive Structuration Theory (AST), it is argued that visual templates provide structuration for face-to-face meetings, even more so when they are embedded in computer-supported collaborative systems. In particular, it is hypothesized that the higher the degree of structuration imposed by visual templates, the higher the degree of task precision will be. It is also hypothesized that this relationship is positively moderated by group cultural diversity: higher cultural diversity will further sustain the positive effects of visual templates that provide higher structuration. Findings Results of an experiment with 229 managers from 49 countries confirm that facilitating groups with visual templates embedded in a computer-supported collaborative system significantly increases task precision at high levels of cultural diversity. Research limitations/implications This study contributes to Positive Organizational Scholarship (POS) by investigating the use of visual templates as a contingency factor that increases performance – specifically task precision – of co-located, culturally diverse groups. Practical implications Results indicate that visual templates embedded in a computer-supported collaborative system are an effective method for increasing task precision in face-to-face meetings of culturally diverse groups. Originality/value Theories from information systems and visualization are integrated into cross-cultural management with a view to sustaining the effectiveness of culturally diverse groups. The study sample is characterized by highly culturally diverse groups interacting in face-to-face meetings.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-01-07T12:34:38Z
      DOI: 10.1108/CCSM-12-2015-0200
       
  • Thinking style across cultures: An interview with Richard Nisbett
    • First page: 99
      Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 1, February 2017.
      Purpose The author seeks to gain some insights from a leading scholar of the cross-cultural cognitive social psychology field on how cultural differences are viewed, understood, and dealt with, and thus to contribute to enrich the way cultural differences are framed in cross-cultural management research. Design/methodology/approach The author conducts a formal, semi-structured interview with Richard Nisbett for a duration of 90 minutes. The author extracts the key message from the interview and re-structures the conversation in a meaningful manner. Findings From his cognitive social psychology lens, Richard Nisbett views that any cross-cultural contact between different thinking styles is advantageous because differences help address the limitations of one’s own thinking style. Research limitations/implications The insights from cross-cultural cognitive social psychology encourage cross-cultural management researchers to further investigate the positive consequences of cultural differences. Originality/value Richard Nisbett’s own journey from a young scientist who describes himself as an extreme universalist, to a mature intellectual who understands and appreciates different thinking style, is itself a concrete example of how differences can lead to the positive. The author concludes that such positive outcome seems to have come from at least three essential ingredients from the actor- curiosity and openness to differences, habit of critical thinking, and deep engagement with different others.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-01-07T12:34:33Z
      DOI: 10.1108/CCSM-10-2016-0181
       
  • Corporate social responsibility and firms’ cost of equity: How does
           culture matter'
    • First page: 105
      Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 1, February 2017.
      Purpose The paper examines the relationship between CSR and cost of equity in an international context assessing the moderating effect of culture on the relation between CSR and the cost of equity. Design/methodology/approach We use an international sample of 42 countries, and company‐level data from 2002‐2013, to address cross‐country variations in the effects of CSR on cost of equity in different cultural contexts. Findings We first substantiate previous research and show that the more a company is engaged in CSR, the lower its cost of equity. We then find that the relationship between CSR and cost of equity is stronger in countries with lower levels of assertiveness and higher levels of humane orientation and institutional collectivism. Practical implications Our study advances understanding of how national culture promote socially and environmentally responsible behavior. The implementation of CSR strategies depends on cultural norms, so companies need to be sensitive to local demands and adjust their CSR approaches accordingly. Originality/value The paper highlights the need to study how culture influences the relationship between CSR and cost of equity.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-01-07T12:34:31Z
      DOI: 10.1108/CCSM-11-2015-0169
       
  • Cross-cultural management education rebooted: Creating positive value
           through scientific mindfulness
    • First page: 125
      Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 1, February 2017.
      Purpose Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. Design/methodology/approach We argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations. Findings Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world. Originality/value We explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. We then describe the enactment of these principles in the context of CCM education.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-01-07T12:34:36Z
      DOI: 10.1108/CCSM-01-2016-0010
       
  • Components and process in social science explanation: Is there a role for
           Yin-Yang balancing
    • First page: 152
      Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 1, February 2017.
      Purpose To consider the proposal by Peter Li about developing an inclusive research paradigm bringing together Eastern and Western research approaches. To make a proposal for a division of labour in this endeavour. Design/methodology/approach Literature review and consideration of opposing intellectual traditions and their origins. Findings If the Western approach were to deal with structures and institutions, and the Eastern approach were to deal with process, then some progress might be possible towards a valuable fusion. But there may be sociological as well as intellectual reasons why this would be difficult. Research limitations/implications As it is a commentary there are no specific limitations except for what can be covered in the space available. Practical implications If the proposal can be made to bear fruit the chances of much greater East-West collaboration in research are higher. Originality/value The main idea is new.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-01-07T12:34:35Z
      DOI: 10.1108/CCSM-11-2016-0195
       
  • An experiment into the impact of foreign languages on cooperative
           behavior: Cultural alienation, and a surprisingly consistent gender effect
           
    • First page: 167
      Abstract: Cross Cultural & Strategic Management, Volume 24, Issue 1, February 2017.
      Purpose We experimentally study the effect of using foreign languages on cooperative behavior in a prisoner’s dilemma setting. The cultural accommodation hypothesis suggests that people are less cooperative in English, associated with the Anglophone cultural cluster, than in French, which is—as is Belgium—associated with the more cooperative Latin-European cultural cluster. Design/methodology/approach Choices are framed as pricing strategies in the context of duopolistic competition. 422 Flemish-Belgium participants with English and French as foreign and Dutch as their native language played in one of three language treatments. Findings While we observe differences between the native and both foreign languages, which are moderated by gender, we do not find any difference in effects between the two foreign languages that are associated with different cultures. Extending cultural accommodation arguments, our data suggests an effect specific to the use of the two selected foreign languages. Originality/value We contribute to this literature by reporting an experimental test of cultural accommodation and alienation effects related to two foreign languages. WE explore novel arguments, relating to cognitive psychology and gender effects.
      Citation: Cross Cultural & Strategic Management
      PubDate: 2017-01-07T12:34:41Z
      DOI: 10.1108/CCSM-01-2016-0008
       
 
 
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