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When faced with adverse situations in exchange relationships, the people involved are required to respond. Response strategies are reactions to such adverse situations and represent cognitive schemata organized in an integrated structure forming a mental map. Extant response strategy research implicitly assumes that the content and internal structure of response strategies is universal, but with few exceptions, it fails to assess cross-cultural validity, a necessary step to investigate potential cultural variations in response strategy preferences. This study has investigated the cross-cultural validity of a circumplex model in the Netherlands, Switzerland, Turkey, and Japan. The seven response strategies examined attained measurement equivalence, and six were organized in an equivalent circumplex structure in all four countries. The findings also revealed cross-cultural differences in people's preference to use response strategies. This study therefore contributes to the cross-cultural psychology literature by demonstrating that response strategy content and structure are nearly universal, whereas preferences for using response strategies vary across cultures.

International strategic alliances have grown increasingly popular in recent decades, yet their failure rate is extremely high. Poor management of adverse situations contributes significantly to such high failure rates. Moreover, the international environments in which international strategic alliances operate exacerbate the adverse situations and make their management more critical.However, extant research does not specify how people from different national cultures respond to these adverse situations. In order to better understand cross-national differences, this study investigates future managers' preferences for specific response strategies in an international strategic alliance experimental context. Using a scenario-based experiment with 1,379 business students in five countries-Japan, the Netherlands, Switzerland, Turkey, and the United Kingdom-the authors assess whether preferences for seven response strategies-exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect-vary across countries. The results indicate that national culture, both directly and interactively through relationship-level exchange variables that characterize the adversity of the situation, influences response strategy preference. This study advances literature on response strategies by explaining that when faced with the same adverse situation, future managers from different countries likely prefer different response strategies, depending on which response strategies they believe are most adequate in their cultural environment.

Purpose -The purpose of this paper is to examine the corporate codes of ethics (CCE) that are put in place by companies in Taiwan and Turkey. Design/methodology/approach -This study examines the use of CCE among the top companies in Taiwan and Turkey. It is a replication of a study performed in Australia, Canada and Sweden and a follow-up study. Findings -The empirical findings show many similarities with top companies in Australia, Canada and Sweden, but more importantly identify key differences distinctly unique to each of the two countries under investigation. Statistical analysis suggests that the implementation, communication and benefits of CCE are paramount to Turkish companies operating in a domestic environment where the aspiration to participate globally and join the European Union is high, whereas in Taiwan it is low in favor of more traditional business practices (similar to the Chinese concept of guanxi ) that focus on individual relationships in favor of formalized regulatory frameworks (such as CCE). Originality/value -This study makes a complementary contribution to the accumulated knowledge in the area of CCE, particularly given the cultural and historical differences these countries possess in comparison to each other and those previously studied and documented in the literature.

AbstractThe aim of this paper is to present and test a model that examines the relationship between organizational learning culture and innovativeness. Organizational learning culture consists of the organizational learning process and of different culture types that can be placed within the competing values framework. It is defined as a set of norms and values within an organization that support systematic, in-depth approaches aimed at achieving higher-level organizational learning. Innovativeness consists of both innovative culture and innovations. Innovations, the process or outcome of innovating, are more likely to occur and be more successful if there is a strong innovative culture, meaning that the behavioral patterns of the employees are directed towards innovating. We used data from 112 Turkish firms employing more than 50 people. The relationship between organizational learning culture and innovativeness is empirically tested via structural equation modeling (SEM). We found support for a very strong positive relationship between organizational learning culture and innovative culture, as well as for the indirect relation between organizational learning culture and innovations via innovative culture.