The Handbook of Cross-Cultural Management Research

PETER K SMITH is Emeritus Professor of Psychology at Goldsmiths College, University of London, U.K. He has a first degree from University of Oxford, and a PhD from University of Sheffield. His main area of research is on school bullying. He is currently particularly interested in country differences and cross-cultural comparisons. He has also carried out research on children's play; and on the role of grandparents in children's development. He has been involved in bullying research for 30 years. In the UK he helped produce the national anti-bullying pack Don't Suffer in Silence (1994, 2nd edition 2000). He chaired COST Action IS0801 on Cyberbullying (2008-2012). He chaired an Indian-European Research Networking Programme on Bullying, Cyberbullying, and Pupil Safety and Well-Being (2012-2015). He is currently on the Management Committee of COST Action CA18115, Transnational Collaboration on Bullying, Migration and Integration at School Level. In 2015 he was awarded the William Thierry Preyer award for Excellence in Research on Human Development, by the European Society for Developmental Psychology, and in 2018 the Student Wellbeing and Prevention of Violence (SWAPv) Award, from Flinders University, Australia. In December 2018 he received an Honorary Doctorate from the University of Vienna. Mark F. Peterson (PhD, University of Michigan) holds the Hofstede Chair in Cultural Diversity at Maastricht University. He has published over 120 articles and chapters, and several books. The articles have appeared in major management and international management journals such as Administrative Science Quarterly, the Academy of Management Journal, the Journal of International Business Studies, the Journal of Organizational Behavior, Leadership Quarterly, Human Relations, Management International Review, Organization Studies, and Organization Science. He has also contributed international management themes to the basic social science literature through chapters in the Annual Review of Psychology, the Communication Yearbook, the Handbook of Industrial and Organizational Psychology, and Research in the Sociology of Organizations. He is an Associate Editor for the Journal of Organizational Behavior and an Area Editor for the Journal of International Business Studies. His previous positions have been at Wayne State University, the University of Miami, Texas Tech University, and Florida Atlantic University. He has had visiting positions supported by Fulbright Fellowships to Osaka University and McMaster University, and he held the John R. Galvin Chair at the Fletcher School of Law and Diplomacy at Tufts University. He has also had visiting positions at the University of Pennsylvania and Aarhus University. Along with Mikael Soendergaard, Geert Hofstede, Michael Minkov, Gert Jan Hofstede, and others, he teaches an annual summer Ph.D. master class in cross cultural management at various locations in Europe. When at his home in Homestead, Florida, he spends his weekends tending to a collection of orchids and making orchid hybrids. David C Thomas (PhD University of South Carolina) is a Professor in the Gustavson School of Business, University of Victoria and Professor Emeritus of International Management at Simon Fraser University, Canada. He is the author of a dozen books including (with Kerr Inkson) the bestselling Cultural Intelligence, Berrett-Koehler Publishers. His book Cross-Cultural Management: Essential Concepts (2008, Sage Publications) was the winner of the R. Wayne Pace Human Resource Development book of the year award for 2008. In addition, he has edited (with Peter B. Smith and Mark Peterson) The Handbook of Cross-Cultural Management Research from Sage Publications. His research on cross-cultural interactions in organizational settings has appeared in the leading journals in the field. He is currently serves on the editorial boards of the Journal of International Business Studies, the Journal of Organizational Behavior, and European Journal of Cross-Cultural Competence and Management. Dr. Thomas' academic postings have included positions at the Australian Graduate School of Management (AGSM), University of New South Wales, the Pennsylvania State University and The University of Auckland, New Zealand, where he was also Director of the Master of International Business Program. He has held visiting positions at Koc University, Istanbul, Turkey, The Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, and ESCEM, Tours, France. In addition to teaching at both undergraduate and postgraduate level, Dr Thomas has consulted on cultural diversity issues with numerous organizations. When not teaching or writing he can often be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, "Clovelly."

Chapter 1: Introduction - Mark F. Peterson, Peter B. Smith, and David C. Thomas The Essence of Culture: Systems of Values, Beliefs and Meanings Links between People and Organizations Organizational Structures and Processes Managing a Multiple Nation Workforce Chapter 2: Cognitive Structures and Processes in Cross-Cultural Management - Mark F. Peterson and Robert E. Wood Motives and Motivation Processes Personality Constructs Cognitive Perspectives for Cross-Cultural Management Research Conclusions From Cognitive Theory Research Agenda Chapter 3: Social Structures and Processes in Cross-Cultural Management - Mark F. Peterson and Peter B. Smith Nations as Cultures How is Culture Created, Maintained, and Disseminated? Where Should Cultural Boundaries Be Drawn? Individuals Within Social Structures: Roles, Rules, and Norms Chapter 4: Methods and Measurements in Cross-Cultural Management - Kwok Leung Methodological Challenges in Cross-Cultural Management Research Cross-Cultural Equivalence Design of Cross-Cultural Studies Establishing Causality in Cross-Cultural Management Research Methodological Issues in International Management Research Emerging Methodological Issues in Cross-Cultural Management Research Chapter 5. Motivation and Job Satisfaction across Nations: How Much Do We Really Know? - Xu Huang The Theoretical Challenge to Universal Motivation Theories Empirical Evidence of Cross-National Variability In Defense of Universalist Motivation Theories How Much Do We Really Know? Chapter 6: Organizational Commitment: Complication or Clarification - S. Arzu Wasti Dimensions of Organizational Commitment Antecedents of Organizational Commitment Outcomes of Organizational Commitment Chapter 7. Psychological Contracts around the Globe: Cultural Agreements and Disagreements - Rene Schalk and Joseph Soeters Introduction Characteristics of Psychological Contracts The World as One Culture and as Many Aspects of Cross-Cultural Differences in Psychological Contracts Conclusions and Suggestions for Future Research Chapter 8. Organizational Justice and Reward Allocation - Ronald Fischer Dimensions of Justice Distributive Justice Interpersonal Justice Justice Perceptions Areas for Future Development Chapter 9. International Careers - Kerr Inkson and Svetlana Khapova Introduction The Special Nature of Careers in International Contexts Contextual Influences on International Careers Migration and International Careers Two Types of International Career Current Issues in International Careers Chapter 10. Organizational Citizenship in the Global Context - Larry Jiing-Lih Farh, Rick Hackett, and Zhi-Jun Chen National Culture Criteria for Selecting Studies for Review Review of the Literature The Influence of National Culture on the Construct Domain of Organizational Citizenship Behaviour The Influence of National Culture on Differences in Organizational Citizenship Behaviour Moderating Effects of National Culture on Predictor- Organizational Citizenship Behaviour Relationships Moderating Effects of National Culture on Organizational Citizenship Behaviour -Outcome Relationships Future Research Direction Chapter 11. Work and Family: Research in Cross-National and International Contexts - Mila Lazarova and Michelle Lowe Expatriate Work/Family Research Research across Different National Contexts Comparative Work/Family Research Conclusions and Directions for Future Research Chapter 12. Cross Cultural Skills and Abilities: From Communication Competence to Cultural Intelligence - David C. Thomas and Stacey R. Fitzsimmons Effective Intercultural Interactions The Historical Basis for Studying Cross-Cultural Skills and Abilities Models of Intercultural Effectiveness A Typology of Cross-Cultural Skills and Abilities Conclusion Chapter 13. Cross-Cultural Approaches to Leadership - Zeynep Aycan Theoretical Approaches to Leadership in Cultural Context A Critical Review of Cross-Cultural Leadership Research Culture as a Main Effect Influencing Leadership Culture as a Moderator of the Relationship between Leadership and Outcomes Culture as a Source of Meaning: The Case of Paternalistic Leadership Chapter 14. Cross-Cultural Influence Strategies and Power Sources - Ping Fing Fu and Jun Liu Introduction The Existing Literature: A General Review A New Approach Conclusion Chapter 15. Teams Within and Across Cultures - Nir Halevy and Lilach Sagiv Multicultural Teams The Cultural Group Approach The Dynamic Constructivist Approach Unresolved Issues and Opportunities for Research Chapter 16. Culture and Negotiation - Jeanne Brett adn Susan Crotty The Dimensional Approach to Studying Cultural Effects on Negotiations The Cultural Group Approach The Dynamic Constructivist Approach Unresolved Issues and Opportunities for Research Chapter 17. The Culture of Global Organizations - Miriam Erez and Efrat Shokef The Nature of Multinational Enterprises Culture as a Multi-Level Dynamic Construct A Global Work Culture An Empirical Examination of the Global Work Culture Value Typology Summary and Discussion Chapter 18. Knowledge Management and Knowledge Transfer in Multinational Enterprises: Cultural and Institutional Perspectives - Jon Lervik Introduction Cross-Cultural Perspectives Neo-Institutionalism Discussion and Conclusion Chapter 19. Indigenous Aspects of Management - Peter B. Smith Societal Systems of Capitalism More Specific System Elements Emic Approaches Strengthening the Contribution from Indigenous Studies Chapter 20. Climate, Wealth, and Organization - Evert van de Vliert Climate and National Culture in Organizations Climate-Wealth Foundation of Organization Construction Climato-Economic Niches of Organizational Structures Climato-Economic Niches of Organizational Strategies Three Tentative Conclusions Three Remaining Puzzles Chapter 21. Comparative Human Resource Management Policies and Practices - Chris Brewster and Wolfgang Mayrhofer Comparing HRM around the Globe Explaining the Differences in Comparative HRM: Culture and Institutions Evidence of Convergence? Conclusions Chapter 22. Expatriate Selection and Evaluation - Rosalie Tung and Arup Varma Introduction Expatriate Selection Expatriate Evaluation Discussion Chapter 23. Global Diversity Management - Mustafa OEzbilgin Introduction Historical Development of the Diversity Management Concept Single-Nation Diversity Management Research Global Diversity Management: From Practice to Theory Discussion Chapter 24. Cross-Cultural Training: Applications and Research - Richard Brislin, Brent Macnab, and Farzana Nayani Goals of Cross-Cultural Training The Need for Cross-Cultural Training Historical Development of Cross-Cultural Training Development of Cross-Cultural Training Methods Types of CCT Programs CCT Effectiveness Recommendations for Future CCT Research Final Thoughts, Practical Recommendations and Future Considerations Chapter 25. Managerial Roles in the International Context - Davina Vora Typologies of Managerial Roles Role Theory and Boundary Spanning Theory A Contingency Approach Areas for Future Research Chapter 26. Cultural Dynamics and Impact of Cultural Distance within Mergers and Acquisitions - Guenter K. Stahl Cultural Variations in Mergers and Acquisitions Beyond the Cultural Distance Paradigm: Research into the Performance Effects of Cultural Differences in Mergers and Acquisitions Linking Cultural Differences to Integration Outcomes: Theoretical Perspectives on the Role of Culture in Mergers and Acquisitions The Impact of Cultural Differences on Post-Merger Performance: An Integrative Model Open Questions and Future Research Directions