Cross-Cultural Interaction: The International Comparison Fallacy?
AbstractInternational management studies have been based primarily on the comparison of managerial behavior in countries around the world. Often these studies have implied that business people behave similarly with their domestic colleagues as with their foreign counterparts. In questioning that assumption, this study tests whether intra-cultural behavior accurately predicts cross-cultural behavior. Using a negotiation simulation and a sample of 462 Japanese, American, and Canadian businesspeople, behaviors in cross-cultural negotiations were found to differ in some important ways from those in intra-cultural negotiations.© 1989 JIBS. Journal of International Business Studies (1989) 20, 515–537
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Volume (Year): 20 (1989)
Issue (Month): 3 (September)
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