Reproducing self and the other

The role of cross-cultural management discourse and training in shaping Israeli–Korean collaborations

Authored by: Michal Frenkel , Irina Lyan , Gili S. Drori

The Routledge Companion to Cross-Cultural Management

Print publication date:  May  2015
Online publication date:  April  2015

Print ISBN: 9780415858687
eBook ISBN: 9780203798706
Adobe ISBN: 9781135105709

10.4324/9780203798706.ch42

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Abstract

With the rapid growth in cross-national operations of joint ventures worldwide, and especially in developing countries and emerging markets, the interest in “cultural differences” and the ways that they may affect organizational effectiveness in cross-border collaborations has been amplified as well. It is within this context that the mushrooming literature on cross-cultural management (CCM) has emerged and flourished, attempting to systematically catalog the cultural differences across national borders (Hofstede 1980; House et al. 2001; Schwartz 2004), the type of management model best-fitting each culture, and the extent to which cultural distance between two collaborating parties, or between a foreign headquarters and the target society in which it seeks to invest, affects the potential success of such an investment (e.g., Kogut & Singh 1988; Morosini et al.1998; Tihanyi et al. 2005).

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