for Journals by Title or ISSN
for Articles by Keywords

Publisher: Emerald   (Total: 312 journals)

 A  B  C  D  E  F  G  H  I  J  K  L  M  N  O  P  Q  R  S  T  U  V  W  X  Y  Z  

        1 2 | Last   [Sort by number of followers]   [Restore default list]

Showing 1 - 200 of 312 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 10)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 24)
Accounting Research J.     Hybrid Journal   (Followers: 23, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 11, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 12, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
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: 2, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 52, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 24)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 9, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 133, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 12)
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 6, SJR: 0.215, h-index: 25)
Arts Marketing : An Intl. J.     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 Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 1)
Asian Review of Accounting     Hybrid Journal   (Followers: 1, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 17, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 193)
Assembly Automation     Hybrid Journal   (Followers: 1, 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: 10, 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 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)
Campus-Wide Information Systems     Hybrid Journal   (Followers: 5)
Career Development Intl.     Hybrid Journal   (Followers: 14, 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: 3)
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)
Clinical Governance: An Intl. J.     Hybrid Journal   (Followers: 24, SJR: 0.277, h-index: 15)
Collection Building     Hybrid Journal   (Followers: 9, 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: 3)
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 Management An Intl. J.     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)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 18, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 103, 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)
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: 12, 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)
Ethnicity and Inequalities in Health and Social Care     Hybrid Journal   (Followers: 8, SJR: 0.13, h-index: 2)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 6, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 19, 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: 8, 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: 9, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 4, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 40, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 10, 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: 3, SJR: 0.14, h-index: 4)
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: 20)
Information Technology & People     Hybrid Journal   (Followers: 47, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 16, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 59, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 45, 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: 5, 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: 13, 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: 9, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 13, 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 Housing Markets and Analysis     Hybrid Journal   (Followers: 7, SJR: 0.201, 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: 7)
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: 5, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 8)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 9, 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: 17)
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: 13, 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: 8, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 5, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 18, 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: 5, 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 Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 10, SJR: 0.616, h-index: 29)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, 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: 13, SJR: 1.076, h-index: 57)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 4, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 13, 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: 44, 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: 13, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 46)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, 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: 7, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
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: 5, 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: 15, 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: 101, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 52)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 9, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 159, 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: 4, 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: 332, 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: 6)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 11)
J. of Forensic Practice     Hybrid Journal   (Followers: 39, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal  
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: 3, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 4)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 10)
J. of Indian Business Research     Hybrid Journal   (SJR: 0.184, h-index: 2)
J. of Information, Communication and Ethics in Society     Hybrid Journal   (Followers: 27, SJR: 0.209, h-index: 3)
J. of Integrated Care     Hybrid Journal   (Followers: 20, SJR: 0.286, h-index: 8)
J. of Intellectual Capital     Hybrid Journal   (Followers: 3, SJR: 0.726, h-index: 36)
J. of Intellectual Disabilities and Offending Behaviour     Hybrid Journal   (Followers: 25, SJR: 0.321, h-index: 3)
J. of Intl. Education in Business     Hybrid Journal   (Followers: 2)
J. of Intl. Trade Law and Policy     Hybrid Journal   (Followers: 12, SJR: 0.158, h-index: 4)
J. of Investment Compliance     Hybrid Journal   (Followers: 2)
J. of Islamic Accounting and Business Research     Hybrid Journal   (Followers: 4)
J. of Islamic Marketing     Hybrid Journal   (Followers: 3, SJR: 0.465, h-index: 15)
J. of Knowledge Management     Hybrid Journal   (Followers: 103, SJR: 1.12, h-index: 49)
J. of Knowledge-based Innovation in China     Hybrid Journal   (Followers: 4)

        1 2 | Last   [Sort by number of followers]   [Restore default list]

Journal Cover Cross Cultural Management An International Journal
  [SJR: 0.356]   [H-I: 13]   [7 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1352-7606
   Published by Emerald Homepage  [312 journals]
  • Toward experimental international business: unraveling fundamental causal
    • Authors: Arjen van Witteloostuijn
      First page: 530
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 4, October 2015.

      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-08-24T11:32:12Z
      DOI: 10.1108/CCM-06-2015-0075
  • Culture's causes: the next challenge
    • Authors: Gert Jan Hofstede
      First page: 545
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 4, October 2015.
      Purpose This distinguished scholar essay argues that in cross-cultural and strategic management, we must pay attention to the processes creating and maintaining culture. How can everyday interactions give rise to national, ‘deep’ cultures, recognizable across centuries, or organizational cultures, recognizable across decades? Design/methodology/approach This is a conceptual paper using the evidence provided by research about cultural patterns, and using sociological status-power theory to explain the causation of these patterns. Emergence, also called self-organization, is introduced as mechanism connecting individual-level causation with resulting system-level patterns. Cases are used to illustrate points. Findings Simulation gaming and computational social simulation are introduced. These methods allow ‘growing’ a system, thus allowing to experiment with potential interventions and their unanticipated effects. Research limitations/implications This essay could have major implications for research, adding new methods to survey-based and case-based studies, and achieving a new synthesis. Strategic management today almost invariably involves cross-cultural elements. As a result, cross-cultural understanding is now strategically important. Practical implications The suggestions in this essay could lead to new collaborations in the study of culture and organizational processes. Examples include team formation, negotiation, mergers and acquisitions, trans-national collaboration, incentive systems, and job interviews. Originality/value The synthesis of biological, sociological and cross-cultural psychological viewpoints with design-oriented method, using games or social simulations as research instruments, is original in the field.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-08-24T11:32:18Z
      DOI: 10.1108/CCM-03-2015-0040
  • Effects of learning orientation and team embeddedness on mobility: a
           multi-group comparison
    • Authors: Jung-Nung Chang, Chia-Yi Cheng
      First page: 570
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 4, October 2015.
      Purpose To explore the effects of learning orientation and team embeddedness on the turnover intention of team members within the context of both culturally diverse and uniform teams. Design/methodology/approach A structural model was adopted to test the hypotheses with the help of data collected from a survey of 324 foreign and local students of an international university located in Taiwan. To compare the effects of team embeddedness and learning orientation in the context of culturally diverse teams, a multi-group structural equation modeling was employed to investigate individual team behavior. Findings The learning orientation of team members in a culturally diverse context will positively influence their intention to leave the team. However, such an intention can be reduced by strengthening members' team embeddedness along with the learning orientation. Nonetheless, the direct effect of learning orientation on team turnover intention in the context of same-culture teams was found to be insignificant, leaving team embeddedness as the only critical mediator in this case. Furthermore, capability validation, sought by performance-orientated individuals, was found to be an important factor worthy of special consideration for those in a single-culture team context. Originality/value This study provides evidence regarding the applicability of the concept of job embeddedness to team relationships and the link between goal orientation and team mobility in a multi-cultural setting. Such an approach is helpful for determining ways to strengthen and stabilize team resources in the context of culturally diverse teams.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-08-24T11:32:14Z
      DOI: 10.1108/CCM-06-2013-0088
  • Non-financial performance measures and the BSC of multinational companies
           with multi-cultural environment: an empirical investigation
    • Authors: Wagdy M Abdallah, Majbour Alnamri
      First page: 594
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 4, October 2015.
      Purpose – The purpose of this paper is to investigate the use of financial and nonfinancial performance measurement practices, including the use of the balanced scorecard (BSC) and the impact of the cultural values on the use of performance measurement systems (PMS), in multinational companies operating in the Middle East with a special attention to the Saudi Arabian subsidiaries. Design/methodology/approach Data were collected using a survey mailed to 180 randomly selected Saudi manufacturing subsidiaries in different industrial cities to collect data on their PMSs including the use of the BSC. Findings Financial measures are more widely used by most of the companies included in the sample due to the fact they are common, well known, and the most familiar performance measures in the business practice and they are more standardized measures which can be easily understood, implemented and quantified. Moreover, the use of the non-financial measures was at a very low rate compared with the use of financial measures. The reasons were the difficulty in finding objective measures of the effect of social factors and the avoidance of any disclosure of social problems that are existed in the society. Research limitations/implications Several variables were not included in this study such as corporate culture, use of information technology, the use of mass number of expatriates in the KSA with completely different cultural values, and several other environmental factors, which might have a significant impact on the choice of multiple performance measures. Practical implications From a practical standpoint, this study demonstrates that increasing levels of external environmental factors and exposure to American best practices could act as forces to adapt more updated and sophisticated PMSs in the Middle East. Moreover, it will contribute to the knowledge of PMSs in the emerging countries, particularly in Middle East countries. Originality/value This study illustrates how MNCs in the Middle East are adapting and applying the performance measurement system and the effect of culture on the use of non-financial measures.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-08-24T11:32:16Z
      DOI: 10.1108/CCM-12-2013-0195
  • Relationship of budget participation conflict and job performance of South
           Korean managers
    • Authors: Maria A. Leach-López, William W. Stammerjohan, Eunsuh Lee, Claire Allison Stammerjohan
      First page: 608
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 4, October 2015.
      Purpose This study examines the effect of budget participation conflict (BPC) on job performance and the mediating effect of job satisfaction and job tenure on this relationship in a South Korean setting. BPC is defined as the difference between a manager’s actual budget participation and the same manager’s preferred level of budget participation. Design/methodology/approach Survey data, analyzed using path analysis, were used to measure the direct effect of BPC on performance, and the indirect effects between BPC and performance running through job satisfaction and job tenure. Findings Findings suggest that BPC does not directly impact job performance. Overall, this study suggests that BPC has a negative impact on job satisfaction and that job satisfaction in turn can significantly influence job performance. We also find some marginal effect of job satisfaction on job tenure, implying that increasing satisfaction can marginally increase job tenure. Research limitations/implications Limitations of this study are those usually found in cross sectional survey research. Originality/value Despite its limitations, this study has both academic and practical implications. The study adds to the job performance literature in an Asian country which has not been widely researched. The study also finds that managers’ job performance and job satisfaction can be improved by minimizing BPC. Future research should study other variables that influence job performance of South Korean managers.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-08-24T11:32:17Z
      DOI: 10.1108/CCM-02-2014-0026
  • Cross-country technology gap in Latin America: growth accounting and
           non-parametric approaches
    • Authors: Kaustav Misra, Esra Memili, Dianne Welsh, Surender Reddy, Gail Sype
      First page: 630
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 4, October 2015.
      Purpose The purpose of the paper is to investigate the factors influencing the total factor productivity gap between the United States and eight Latin American countries for the period of 1970 – 2000. Design/methodology/approach The paper provides an explicit application of total factor productivity estimation by employing a growth accounting approach (Solow Residual) in the presence of non-constant returns to scale and a non-parametric approach (DEA- Malmquist Index) while relaxing the scale related constraint. A macro based economic model of innovator and follower countries is employed to explore the linkage between technology gaps and innovations, labor productivity, trade openness, foreign direct investment, and adult workforce illiteracy rates. A pooled model and a fixed effects model are used to determine the factors of the technology gap between the innovator and the follower countries. Findings The results show that the labor productivity gap, adult work force illiteracy rates, patent filing gap, and trade openness are significant determinants of the technology gap between innovator and follower country. Practical implications Latin American countries would benefit from the technology diffusion from an innovator country; but a minimum threshold of human capital, such as adult workforce illiteracy rates and patent filing has to be met. We find government policies on trade openness also have large effects on technology limitations in foreign countries. Originality/value This paper is of value to researchers, policy makers, and economic development specialists trying to improve the rate of technology adoption and innovation.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-08-24T11:32:15Z
      DOI: 10.1108/CCM-04-2014-0043
  • The panacea of culture: the changing fortunes and careers of China's
           >Dongba> priests
    • Authors: zheng Xie, Yochanan Altman
      First page: 649
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 4, October 2015.
      Purpose On the background of China’s turn to a market economy and a consumer driven society this case study recounts the fortunes of the age-old religion of the Naxi people and their farmer-priests, the dongba. Design/methodology/approach Detailed ethnography, including participant observation, the collection of life histories and interviews. Findings The might of the tourist industry dominates the changes in the profession of the dongba priests, from a faith-based practice to a tourist-driven service; aided by a confluence of interests of relevant stakeholders: the Chinese state, the provincial governments, the Naxi elite. At the core is the transformation, in Chinese terms, from a superstitious religion to culture heritage. Research limitations/implications Like all case studies and common to ethnographic based research, the small scale of the research poses questions of generalizability Practical implications Shedding light on a little known aspect of the world’s largest economy is of high relevance to business & management scholars. Originality/value The case study testifies to the encounter of a major modern industry: tourism, with an archaic religion in a remote corner of China, and the transformation of the latter as result.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-08-24T11:32:11Z
      DOI: 10.1108/CCM-01-2015-0001
  • From the Editor
    • Authors: Rosalie Tung
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.

      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:32:13Z
      DOI: 10.1108/CCM-05-2015-0068
  • Global psychology: implications for cross-cultural research and management
    • Authors: John Berry
      First page: 342
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose Psychology, both as science and practice, has been largely developed in one cultural area of the world: Europe and North America. As a result, the discipline is culture-bound, limited in its origins, concepts, and empirical findings to only this small portion of the world. The discipline is also culture-blind, largely ignoring the influence of the role of culture in shaping the development and display of human behaviour. These limitations have resulted in the dominant position of a Western Academic Scientific Psychology (WASP) in relation to other cultural perspectives on human behaviour. Design/methodology/approach This article draws on concepts and strategies in psychology (particularly cross-cultural and intercultural psychology) to propose some remedies to problems arising from the dominant WASP position. For example, of what relevance is such a limited perspective to understanding human activity in other cultures; and how can such a limited understanding serve the purpose of effective intercultural interactions? Findings The eventual goal is to achieve a global psychology that incorporates concepts and findings from societies and cultures from all parts of the world, one that will permit a valid understanding of people within their cultures, and permit effective intercultural across cultures. Originality/value The article presents some criticisms of the dominant Western psychology (WASP), and proposes that the achievement of a more global psychology may be within reach if some concepts and methods now available in psychology from both the dominant Western sources and from those working in the rest of the world are used.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:45Z
      DOI: 10.1108/CCM-03-2015-0031
  • National context and organizational performance across three sectors
    • Authors: G. Ronald Gilbert, Mary Ann Von Glinow
      First page: 356
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose To analyze the effects of diffusional pressures as they relate to organizational performance across public, private and not-for-profit sectors in two different national contexts. Design/methodology/approach A review is conducted of institutional forces in the environment of two nations; one highly developed and the other developing to identify isomorphic pressures in each of the countries. An organizational performance assessment tool is used to analyze the differences in the performance of the three sectors in the two national contexts identified. The research relies on Pearson Correlation, Exploratory Factor Analysis, Confirmatory Factor Analysis and MANCOVA statistical applications to validate the assessment instrument and shed light on differences across nations and sectors that can be attributed to organizational diffusion as a result of institutional pressures that exist in the countries in which the organizations are embedded. Findings The findings indicate there is greater need to adapt to local ways of doing things when working cross nationally within developing countries than with those that are developed where management practices are more alike than dissimilar. The results of the study suggest that when managing organizations cross nationally, in the more developed nations organizations will perform more effectively and more alike than when working with organizations in less developed countries where the conditions for the diffusion of organizational practices are weaker Research limitations/implications Our research focused on two countries for comparative purposes. Due to sampling limitations, the findings are more relevant to the sectors we studied within countries than between the countries per se. It is recommended further research be conducted using larger samples across many national cultures. While relying on broad societal institutional dynamics, the study design does not permit the analysis of the effects of specific contextual characteristics on organizational performance. Such an undertaking is undoubtedly a “next step” that we recommend. Practical implications The extant literature finds that managing systems cross nationally requires adaptation to local national contexts. Where there is less economic and technological development, less opportunity for free market competition (capitalism), educational opportunities and shared standards from which the performance of organizations are judged, the more unlikely organizations will employ commonly applied management practices. A new tool is introduced that can be used to further research on organizational performance cross nationally. Originality/value The study provides empirical evidence to demonstrate that in nations where stronger diffusional pressures exist, fewer differences will be found among the performance of the three sectors. Additionally, the effectiveness of organizations in these national contexts will be greater. While research among the three sectors has identified performance differences, such differences are less likely to be discernible in developed nations due to isomorphic pressures. The study is especially relevant to those who manage global organizations cross nationally. It introduces a new tool to measure organizational performance across national boundaries.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:50Z
      DOI: 10.1108/CCM-01-2014-0010
  • Antecedents of attitudes toward the website: the moderating role of
           long-term orientation and individualism
    • Authors: Juan Miguel Alcántara-Pilar, Salvador Del Barrio-García
      First page: 379
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose This paper analyzes the moderating role of the cultural dimensions of long-term orientation (LTO) and individualism (IND) on the relationships between satisfaction online, message involvement and perceived usefulness of the website on attitude toward the website Design/methodology/approach We chose a between-subjects experimental design, using culture (Spanish vs. British) as the independent variable. Two versions of a website for a fictitious tourist destination were created – one written in Spanish and the other in English. The sample comprised 491 users Findings The findings indicate that the LTO dimension moderates the relationship between satisfaction online and perceived usefulness on attitude toward the website. The relationships between message involvement and attitude toward the website could not be confirmed Research limitations/implications The main limitation of this study is the comparison of only two cultures, Spain vs. the UK. Practical implications The key implication is that if marketers and website designers can better understand how national cultural differences moderate the attitude formation and change process among tourists, this will enable them to market their destinations and services more effectively. National cultural differences explain the differences found in the effect of satisfaction and perceived usefulness on attitude toward the website Originality/value This study is one of the few analyzing the moderating effect of LTO and IND on three antecedents of attitude toward the website. The original cultural values established by Hofstede (2001) were tested among the present sample to establish the extent to which they remain true today. To create an authentic browsing scenario for the experiment, a website was specially designed for a fictitious tourist destination, with its own domain name ( Subjects were invited to browse the site freely while carrying out the task assigned to them. This approach contributed added value to the research by simulating the real behavior of tourists who are faced with a range of choices when putting together a tourism package for a given destination.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:32:03Z
      DOI: 10.1108/CCM-04-2014-0044
  • The impact of stressors during international assignments
    • Authors: Katherine Rosenbusch, Leonard J. Cerny II, David R. Earnest
      First page: 405
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose This study sought to examine relationships between cross-cultural adjustment and stress of expatriate employees with families in a multinational corporation and identify common stressors reported during international transitions. Design/methodology/approach This study utilized both quantitative and qualitative methods through an online survey based tool. The CernySmith Assessment (CSA) captured the statistical measures of objective adjustment scales along with written in, subjective stressor responses from a sample of expatriates. Findings Overall subjective stress level was negatively correlated with all five objective adjustment domains (Organizational, Cultural, Relational, Behavioral, and Personal). Seven stressor categories (cultural, occupational, relational, historical, crisis, spiritual, physical) demonstrated statistically significant negative relationships with overall adjustment. Regression analysis indicated expatriate adjustment was predicted by spiritual, occupational, and support stressors. Write-in stressor responses provided specific expressions of individual stress challenges, strains, and hassles that support predicted relations according to the Family Adaptation and Adjustment Response (FAAR) model. Research limitations/implications This study provides a snapshot of objective adjustment interacting with subjective stress for expatriate employees from a single international organization during a specific time period. Originality/value These findings provide insights to organizations and human resource development professionals as well as to expatriates and their families on how stress impacts expatriate adjustment. It also highlights the need for support mechanisms to ease transitions and reduce stressors.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:56Z
      DOI: 10.1108/CCM-09-2013-0134
  • Attitudes to other ethnicities among New Zealand workers
    • Authors: Carla Anne Houkamau, Peter Boxall
      First page: 431
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose This paper examines the ‘other-group orientation’ (OGO) of New Zealand (NZ) workers as a way of measuring their attitudes to the growing ethnic diversity in the contemporary workplace. Design/methodology/approach 500 randomly selected New Zealand employees were surveyed through computer-assisted telephone interviews. Males, females, and ethnic groups were included according to their current proportions in the New Zealand workforce. Analysis is based on 485 useable cases. Findings While New Zealanders generally have a high level of other-group orientation, minority ethnic groups and graduates score higher on OGO. Among people under 38 years, males tend to have a higher OGO, while among those over 38, females tend to be higher. Research limitations/implications The study shows the value of studying the attitudes of workers in relation to diversity and other-group orientation. Workers bring their own orientations into the workplace, affecting the way they relate to their co-workers. Originality/value While the research shows that New Zealand workers are generally very positive about ethnic diversity, it reveals variations among ethnic and educational groups in terms of their openness to others.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:33Z
      DOI: 10.1108/CCM-10-2013-0155
  • HRM and temporary workers' well-being: a study in Portugal and Brazil
    • Authors: Maria José Chambel, Anete Farina
      First page: 447
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose Temporary agency workers (TAWs) are regarded as experiencing employment conditions that tend to facilitate high strain. In this study, we view this situation as not being inevitable and dependent on the opportunity of having positive experiences in the professional context. This paper sets out to propose that perceptions of the HRM practices system are positively related to work engagement, which in turn, is positively related to context free well-being. Design/methodology/approach These hypotheses were tested with two samples of TAWs, from Portugal (N=241) and Brazil (N=228), contracted by the same international agency. Data were analyzed with multiple group analyses. Findings Results confirmed that in both the Portuguese and Brazilian samples the HRM practices system is positively related to TAWs' context free well-being and their work engagement mediates this relationship. However, we also verified that the relationship between work engagement and satisfaction with life was stronger for the Portuguese TAWs than for their Brazilian counterparts. Research limitations/implications The study is limited, due to the nature of the data (self-reported) and the lack of a longitudinal design. Practical implications An important implication of this research study is that agencies should acknowledge the fact that HRM practices are an investment with a return from TAWs, since they are positively related to their well-being. Originality/value The findings highlight the importance of the HRM practices system in developing positive psychological states with TAWs, not only at work, but also outside this context. This observation was confirmed in two different countries.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:32:18Z
      DOI: 10.1108/CCM-07-2013-0105
  • Team performance in cross cultural project teams: the moderated mediation
           role of consensus, heterogeneity, faultlines and trust
    • Authors: Merce Mach, Yehuda Baruch
      First page: 464
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose We test the conditional effect of team composition on team performance; specifically, how collective team orientation, group consensus, faultline configurations and trust among team members explain the objective performance of project teams in cross cultural contexts. Design/methodology/approach Employing path analytical framework and bootstrap methods, we analyze data from a sample of 73 cross cultural project teams. Relying on ordinary least-squares regression, we estimate the direct and indirect effects of the moderated mediation model. Findings Our findings demonstrate that the indirect effect of collective team orientation on performance through team trust is moderated by team member consensus, diversity heterogeneity, and faultlines’ strength. By contrast, high dispersion among members, heterogeneous team configurations and strong team faultlines lead to low levels of trust and team performance Research limitations/implications The specific context of the study (cross cultural students’ work projects) may influence external validity and limit the generalization of our findings as well as the different compositions of countries of origin. Practical implications From a practical standpoint, these results may help practitioners understand how the emergence of trust contributes to performance. It will also help them comprehend the importance of managing teams while bearing in mind the cross cultural contexts in which they operate. Originality/value Our study advances organizational group research by showing the combined effect of team configurations and collective team orientation to overall team performance and by exploring significant constructs such as team consensus, team trust, and diversity faultline strength to examine their possible moderated mediation role in the process.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:31Z
      DOI: 10.1108/CCM-10-2014-0114
  • The moderating role of Hofstede's cultural dimensions in the
           customer-brand relationship in China and India
    • Authors: Won-Moo Hur, Seongho Kang, Minsung Kim
      First page: 487
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose This study aims to enhance our understanding of customer-brand relationships in the international marketplace, and empirically investigates and compares the customer-brand relationship development process between Indian and Chinese markets. In detail, four out of Hofstede’s original five national culture dimensions were adopted as moderators in the process of customer-brand relationship development between two markets. Design/methodology/approach To test hypotheses, responses from 539 Indian and 400 Chinese mobile phone consumer samples were achieved, and the proposed model was estimated by using structural equations based on the partial least squares (PLS) algorithm. Findings The results demonstrate that utilitarian value and brand affect play a significant role in building brand loyalty for Chinese consumers, while hedonic value and perceived risk contribute more in building brand loyalty for Indian consumers. Research limitations/implications :This study indicated that the cultural difference affects both on brand trust formation and on the relationship between brand trust/affect and brand loyalty, implying that more customized brand management strategies should be adopted. Practical implications Global brand values must be communicated for each culture appropriately. It is desirable that the identified match, utilitarian value-Chinese customers and hedonic value-Indian customers, be consistently presented to each cultural market in a more integrative manner. Originality/value This study identified that the route from the development of value proposition to building up brand trust and brand affect is a critical step toward achieving brand loyalty in Indian and Chinese markets.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:39Z
      DOI: 10.1108/CCM-10-2013-0150
  • Impact of cultural positions on FDI’s entry mode
    • Authors: Cristina López-Duarte, Marta M. Vidal-Suárez, Belén González-Díaz
      First page: 509
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose To study the influence of cultural positions on the choice of entry mode in foreign direct investment (FDI) —joint ventures versus wholly owned subsidiaries. The article focuses on the impact of cultural positions along four cultural dimensions, as well as on the interactions between these positions and FDI’s contextual variables (i.e.: linguistic differences). Design/methodology/approach A fuzzy set Qualitative Comparative Analysis is performed on a dataset of Spanish investments located in the European Union (EU). Findings Contingent role of cultural positions. Existence of interaction effects among cultural positions along different dimensions, as well as between cultural positions and FDI’s contextual variables. Research limitations/implications Main limitations relate to the dataset, as only FDIS carried out by big corporations and coming from a single country are considered. Practical implications Managers making decisions on the choice of entry mode must take into account the position relative to each individual cultural dimension, as well as its interaction with other cultural dimensions and FDI’s contextual variables, rather than just considering cultural distances between countries. Originality/value (I) Focus on cultural positions (rather than cultural distances). It allows taking into account both the cultural characteristics of each party and their relative values along individual cultural dimensions. (II) Development of a qualitative analysis that considers the contextual features of the investment.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:32:08Z
      DOI: 10.1108/CCM-07-2014-0086
School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
Tel: +00 44 (0)131 4513762
Fax: +00 44 (0)131 4513327
Home (Search)
Subjects A-Z
Publishers A-Z
Your IP address:
About JournalTOCs
News (blog, publications)
JournalTOCs on Twitter   JournalTOCs on Facebook

JournalTOCs © 2009-2016