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The cultural gap in long-term international work groups: A German-American case study

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  • Meyer, Heinz-Dieter

Abstract

The problem is a familiar one: two prospective international partners have cleared away the competitive, legal and organizational obstacles to successful cooperation. Staff have familiarized themselves with the unknown territory in which they are going to be operating, headquarters have given their 'go ahead.' Yet, suddenly the venture that seemed to be off to a promising start is besieged by difficulties and friction. Using evidence from the case of a German-American business venture, Heinz-Dieter Meyer explains how cultural differences can obstruct international cooperation at a point when participants may expect it least - in the group-formation and relationship building phase.

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  • Meyer, Heinz-Dieter, 1993. "The cultural gap in long-term international work groups: A German-American case study," European Management Journal, Elsevier, vol. 11(1), pages 93-101, March.
    • Handle: RePEc:eee:eurman:v:11:y:1993:i:1:p:93-101
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    Cited by:

    1. Malik, Tariq H. & Zhao, Yanzhi, 2013. "Cultural distance and its implication for the duration of the international alliance in a high technology sector," International Business Review, Elsevier, vol. 22(4), pages 699-712.
    2. Fenwick, Marilyn & Edwards, Ron & Buckley, Peter J., 2003. "Is cultural similarity misleading? The experience of Australian manufacturers in Britain," International Business Review, Elsevier, vol. 12(3), pages 297-309, June.

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