All Stories

  1. The internationalization of innovation towards the South: A historical case study of a global pharmaceutical corporation in China (1993–2017)
  2. How you see me, how you don’t: ethnic identity self-verification in interactions between local subsidiary employees and ethnically similar expatriates
  3. Managing Expatriates in China
  4. Conclusion: Expatriate Language and Identity Challenges and Recommendations for Expatriate Management
  5. Gaining Acceptance from Local Colleagues: Evidence from Indian Expatriates in China
  6. Host Country Language: Why It Matters, and Why Expatriates Need to Learn It
  7. Introduction
  8. Setting the Scene: Expatriates, Language and Culture in China
  9. The Double-Edged Sword of Ethnic Similarity
  10. The Impact of Host Country Language Skills on Expatriate Adjustment and the Expatriate-Local Relationship
  11. The benefits of being understood: The role of ethnic identity confirmation in knowledge acquisition by expatriates
  12. Host country employees’ ethnic identity confirmation: Evidence from interactions with ethnically similar expatriates
  13. Language in International Business: A Review and Agenda for Future Research
  14. Microsoft Academic is one year old: the Phoenix is ready to leave the nest
  15. Can we use Google Scholar to identify highly-cited documents?
  16. Why and How Does Shared Language Affect Subsidiary Knowledge Inflows? A Social Identity Perspective
  17. Microsoft Academic: is the phoenix getting wings?
  18. Why replication studies are essential: learning from failure and success
  19. From dilemmatic struggle to legitimized indifference: Expatriates’ host country language learning and its impact on the expatriate-HCE relationship
  20. What, Who, or Where? Rejoinder to “Identifying Research Topic Development in Business and Management Education Research Using Legitimation Code Theory”
  21. Microsoft Academic (Search): a Phoenix arisen from the ashes?
  22. Disseminating Knowledge: From Potential to Reality—New Open-Access Journals Collide With Convention
  23. The Role of Ethnic Identity Confirmation in Expatriate-local Employee Interactions
  24. The determinants of MNE ethnocentric staffing: are they emotional or rational?
  25. Google Scholar, Scopus and the Web of Science: a longitudinal and cross-disciplinary comparison
  26. Do We Need to Distance Ourselves from the Distance Concept? Why Home and Host Country Context Might Matter More Than (Cultural) Distance
  27. Of Journal Editors and Editorial Boards: Who Are the Trailblazers in Increasing Editorial Board Gender Equality?
  28. Health warning: might contain multiple personalities—the problem of homonyms in Thomson Reuters Essential Science Indicators
  29. Why and how does shared language affect subsidiary knowledge inflows? A social identity perspective
  30. The Bridging Role of Expatriates and Inpatriates in Knowledge Transfer in Multinational Corporations
  31. Insider Knowledge or Insider Liability? The Role of Ethnic Identity of Overseas Chinese Returnees
  32. Erratum to: Proof over promise: towards a more inclusive ranking of Dutch academics in Economics & Business
  33. Proof over promise: towards a more inclusive ranking of Dutch academics in Economics & Business
  34. The competitive advantage of nations: An application to academia
  35. Corrigendum to “Standardization and contextualization: A study of language and leadership across 17 countries” [J. World Bus. 46 (2011) 296–304]
  36. Why Home and Host Country Context Matters MoreThan (Cultural) Distance: An Empirical Study
  37. The impact of language barriers on trust formation in multinational teams
  38. hIa: an individual annual h-index to accommodate disciplinary and career length differences
  39. Hablas vielleicht un peu la mia language?A comprehensive overview of the role of language differences in headquarters–subsidiary communication
  40. A longitudinal study of Google Scholar coverage between 2012 and 2013
  41. Language competencies, policies and practices in multinational corporations: A comprehensive review and comparison of Anglophone, Asian, Continental European and Nordic MNCs
  42. Challenges in international survey research: a review with illustrations and suggested solutions for best practice
  43. The Sensitivity of Subsidiary Knowledge In- and Outflows to Language Proximity
  44. Book Review: Anne-Wil Harzing and Ashly H. Pinnington, International Human Resource Management
  45. A preliminary test of Google Scholar as a source for citation data: a longitudinal study of Nobel prize winners
  46. Document categories in the ISI Web of Knowledge: Misunderstanding the Social Sciences?
  47. An update of gender diversity in editorial boards: a longitudinal study of management journals
  48. Response Style Differences in Cross-National Research
  49. Practicing what We Preach
  50. Explaining geographic diversity of editorial boards: the role of conference participation and English-language skills
  51. Babel in business: The language barrier and its solutions in the HQ-subsidiary relationship
  52. Standardization and contextualization: A study of language and leadership across 17 countries
  53. Anne-Wil Harzing: The publish or perish book: Your guide to effective and responsible citation analysis
  54. Why do international assignees stay? An organizational embeddedness perspective
  55. Cultural Accommodation and Language Priming
  56. Challenges of Human Resource Management in Japan
  57. Gender Diversity in Editorial Boards of Management Journals.
  58. Gender Diversity in Editorial Boards of Management Journals
  59. Rating versus ranking: What is the best way to reduce response and language bias in cross-national research?
  60. When Knowledge Wins: Transcending the Sense and Nonsense of Academic Rankings
  61. Knowledge-sharing and social interaction within MNEs
  62. A Google Scholar h-index for journals: An alternative metric to measure journal impact in economics and business
  63. The role of international assignees' social capital in creating inter-unit intellectual capital: A cross-level model
  64. The Golden Triangle for MNCs:
  65. The impact of culture on interactions: five lessons learned from the European Commission
  66. A SOCIAL CAPITAL PERSPECTIVE OF KNOWLEDGE SHARING AND CAREER OUTCOMES OF INTERNATIONAL ASSIGNEES.
  67. Google Scholar as a new source for citation analysis
  68. Arbitrary decisions in ranking studies: A commentary on Xu, Yalcinkaya, and Seggie (2008)
  69. The language barrier and its implications for HQ‐subsidiary relationships
  70. On becoming a high impact journal in international business and management
  71. Headquarters–subsidiary relationships and the country-of-origin effect
  72. Descending from the ivory tower: reflections on the relevance and future of country-of-origin research
  73. The effect of corporate-level organizational factors on the transfer of human resource management practices: European and US MNCs and their Greek subsidiaries
  74. Ranking journals in business and management: a statistical analysis of the Harzing data set
  75. How is European management in Europe? An analysis of past, present and future management practices in Europe
  76. Balancing global and local strategic contexts: Expatriate knowledge transfer, applications, and learning within a transnational organization
  77. Country-of-origin, localization, or dominance effect? An empirical investigation of HRM practices in foreign subsidiaries
  78. Response Styles in Cross-national Survey Research
  79. Knowledge flows in MNCs: An empirical test and extension of Gupta and Govindarajan's typology of subsidiary roles
  80. Geographical distance and the role and management of subsidiaries: The case of subsidiaries down-under
  81. Australian Research Output in Economics and Business: High Volume, Low Impact?
  82. Book Review: Crossing Cultures: Insights from Master Teachers
  83. Does the Use of English-language Questionnaires in Cross-national Research Obscure National Differences?
  84. Ideal Jobs and International Student Mobility in the Enlarged European Union
  85. Expatriate failure: time to abandon the concept?
  86. Host country specific factors and the transfer of human resource management practices in multinational companies
  87. September 11, 2001
  88. A knowledge transfer perspective of strategic assignment purposes and their path-dependent outcomes
  89. Human Resource Management in Greece
  90. Language management in multinational companies
  91. The Relative Impact of Country of Origin and Universal Contingencies on Internationalization Strategies and Corporate Control in Multinational Enterprises: Worldwide and European Perspectives
  92. The “Country-of-origin Effect” in Multinational Corporations: Sources, Mechanisms and Moderating Conditions
  93. The Interaction Between Language and Culture: A Test of the Cultural Accommodation Hypothesis in Seven Countries
  94. Acquisitions versus greenfield investments: international strategy and management of entry modes
  95. Are our referencing errors undermining our scholarship and credibility? The case of expatriate failure rates
  96. Headquarters—subsidiary Relationships in Multinational Companies: A British—German Comparison
  97. An analysis of the functions of international transfer of managers in MNCs
  98. Of bears, bumble-bees, and spiders: the role of expatriates in controlling foreign subsidiaries
  99. Who's in Charge? An Empirical Study of Executive Staffing Practices in Foreign Subsidiaries
  100. Who's in Charge? An Empirical Study of Executive Staffing Practices in Foreign Subsidiaries
  101. Managing the Multinationals: An International Study of Control Mechanisms by Anne-Wil Kathe Harzing, Cheltenham: Edward Elgar, 1999, 425 pp., ISBN 1-84064-052-9.
  102. Cross-National Industrial Mail Surveys
  103. An Empirical Analysis and Extension of the Bartlett and Ghoshal Typology of Multinational Companies
  104. Response rates in international mail surveys: Results of a 22-country study
  105. Anne-Wil Harzing and Joris Van Ruysseveldt (eds.): International Human Resource Management: An Integrated Approach
  106. Research Note
  107. The persistent myth of high expatriate failure rates
  108. THE ROLE OF CULTURE IN ENTRY-MODE STUDIES: FROM NEGLECT TO MYOPIA?