The representation of cultures in international and cross cultural management: Hybridizations of management cultures in Thailand and Israel
Rapid expansion of multinational corporations (MNCs) and their global operations across the world have created business systems that are politically, culturally and economically interconnected. In this paper, stories of Thai and Israeli managers of two MNCs headquartered in Sweden and the US show how firms' local management cultures run into each other and produce new hybrid forms of management cultures. Such hybridizations are discussed and analyzed in order to focus the attention of scholars and practitioners in international management (IM) and cross cultural management (CCM) on ways in which firms' management cultures are accepted and hybridized in the local arena.
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Volume (Year): 17 (2011)
Issue (Month): 1 (March)
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- Kelley, Lane & MacNab, Brent & Worthley, Reginald, 2006. "Crossvergence and cultural tendencies: A longitudinal test of the Hong Kong, Taiwan and United States banking sectors," Journal of International Management, Elsevier, vol. 12(1), pages 67-84, March.
- Mona V Makhija & Alice C Stewart, 2002. "The Effect of National Context on Perceptions of Risk: A Comparison of Planned Versus Free-Market Managers," Journal of International Business Studies, Palgrave Macmillan, vol. 33(4), pages 737-756, December.
- Martin Tolich, 1999. "Managing the Managers: Japanese Management Strategies in the USA," Journal of Management Studies, Wiley Blackwell, vol. 36(5), pages 587-607, 09.
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