All Stories

  1. Technology transfer and construction in developing countries
  2. Challenging the bottom-of-the-pyramid narrative in Africa: A cross-cultural management perspective on the impact of mobile money
  3. Engaging with contemporary issues: Cross-cultural management and the climate crisis
  4. Should we measure cultural intelligence?
  5. Engaging with contemporary issues: Should we study war?
  6. Inclusive scholarship: why you should submit your work to International Journal of Cross Cultural Management
  7. Should counter-narratives be our output in cross-cultural management scholarship?
  8. A theory of everything and everywhere: Broadening the horizons of cross-cultural management studies
  9. The Effect of Militancy on Local and Informal Enterprises in Developing Countries: Evidence from Niger Delta
  10. Life on planet Earth: A 21st century cultural narrative
  11. Chinese Organizations in Sub-Saharan Africa
  12. Cross cultural management scholarship and the coronavirus crisis
  13. The legacy of Geert Hofstede
  14. Cross-cultural management: The context is our content
  15. The impact on development of technology and knowledge transfer in Chinese MNEs in sub-Saharan Africa: The Ghanaian case
  16. Cross-cultural management studies and the Englishization of scholarly communication: A paradox
  17. Why is indigenous entrepreneurship important to cross-cultural management scholarship?
  18. What makes cross-cultural management scholarship critical? It depends on how we understand ‘culture’
  19. Ideology and culture in cross-cultural management scholarship
  20. Why is the cross-cultural management of food security important?
  21. Should cross-cultural management scholars study race?
  22. Mainstreaming cross-cultural management studies through inclusive scholarship
  23. Expatriation in Chinese MNEs in Africa: an agenda for research
  24. Balancing academic elitism and unmediated knowledge in cross-cultural management studies
  25. Paternalistic leadership
  26. Why don’t collectivists act like collectivists? The disconnect thesis in cross-cultural management scholarship
  27. Modernization theory in international management studies and the role of cross-cultural management scholarship
  28. Putting the passion back into cross-cultural management scholarship
  29. Management Studies from Africa: A Cross-cultural Critique
  30. Is cross-cultural management studies morally mute? Cross-cultural management and ethics
  31. How can we encourage indigenous research?
  32. Employment in Chinese MNEs: Appraising the Dragon's Gift to Sub-Saharan Africa
  33. Cross-cultural management from the South
  34. From human resources to human capital, and now cross-cultural capital
  35. Seeing the Middle East through different inflections
  36. China in sub-Saharan Africa: implications for HRM policy and practice at organizational level
  37. Culturalists versus institutionalists
  38. Reconstructing the Indigenous in African Management Research
  39. Whither academia, whither cross-cultural management studies?
  40. THE IRON CAGE RE-REVISITED: INSTITUTIONAL ISOMORPHISM IN NON-PROFIT ORGANISATIONS IN SOUTH AFRICA
  41. Cross-cultural management and the informal economy in sub-Saharan Africa: implications for organization, employment and skills development
  42. Postcolonialism and organizational knowledge in the wake of China’s presence in Africa: interrogating South-South relations
  43. Project delivery in HIV/AIDS and TB in Southern Africa
  44. From cultural values to cross‐cultural interfaces: Hofstede goes to Africa
  45. Conceptualizing the cross-cultural gaps in managing international aid: HIV/AIDS and TB project delivery in Southern Africa
  46. A critical cross-cultural perspective for developing nonprofit international management capacity
  47. International Management Ethics
  48. Untangling African indigenous management: Multiple influences on the success of SMEs in Kenya
  49. Cross-cultural management in South African NGOs
  50. Editorial: From Cultural Values to Cross Cultural Interfaces
  51. Management and Change in the South African National Defence Force
  52. Management and Change in Africa
  53. International HRM: A Cross-Cultural Approach
  54. The management of people across cultures: Valuing people differently
  55. Reframing human resource management in Africa: a cross-cultural perspective
  56. Cultural values and management ethics: A 10-nation study
  57. International Journal of Cross Cultural Management—Towards the Future
  58. Management Ethics and Corporate Policy: A Cross-cultural Comparison
  59. Managing change in South Africa: developing people and organizations
  60. Foreign companies and Chinese workers: employee motivation in the People’s Republic of China
  61. Wie lernen Manager? Zum Lernstil von Führungsnachwuchskräften in unterschiedlichen Kulturkreisen
  62. Book review: Global disasters: Inquiries into management ethics, by Allinson, Robert E., Englewood Cliffs, NJ: Prentice Hall, 1994, $34.95 (cloth).
  63. European management learning
  64. Book for managers
  65. Cross-cultural Studies
  66. Cross-cultural Sensitivities in Developing Corporate Ethical Strategies and Practices
  67. Cross-cultural human resource issues in emerging markets
  68. Cross-Cultural Management and NGO Capacity Building
  69. Managing managers across cultures: different values, different ethics