Although a growing literature indicates that cultural distance – that is, differences between national cultures – is an important determinant of organizational actions and performance, both empirical and theoretical concerns abound. In this study, the relationships of cultural distance with entry mode choice, international diversification, and MNE performance are examined by meta-analyzing data from 66 independent samples, with cumulative sample sizes ranging from 2,255 to 24,152. Regression results failed to provide statistical evidence of significant relationships between cultural distance and entry mode choice, international diversification, and MNE performance. The examination of moderator effects, however, yielded important results. We found a strong negative association between cultural distance and entry mode choice for US-based MNEs. The cultural distance–international diversification relationship was negative for high-technology industries, while it was positive for other industries. Cultural distance also had a strong positive effect on MNE performance for developed country investments. A similar, strong positive relationship was found between cultural distance and international diversification in studies with more recent samples. Results of this study indicate that substantial additional research is needed before the role of cultural distance is fully understood. Journal of International Business Studies (2005) 36, 270–283. doi:10.1057/palgrave.jibs.8400136

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Investigators have examined the impact of organizations' structural and environmental characteristics on innovation. We developed a measure of the innovation management process, specifically organizational norms toward innovation, and examined its relationship to innovation (as measured by effective entrepreneurial strategy) in combination with measures of organizational structure and environment. Survey responses from respondents within 77 strategic business units were analyzed. Innovation norms, degree of decentralization in organizational structure, and environmental uncertainty explained significant and meaningful variance in entrepreneurial strategy. Interestingly, correlations between success of entrepreneurial strategy and (a) organizational structure and (b) environmental uncertainty approach zero when innovation-related norms are partialled out. Implications are discussed for the integration of this previously unexamined process variable innovation norms-to extend theories of innovation and corporate entrepreneurship.

Work values were examined as an antecedent of recruiters' judgments of applicant fit with the organization. Data were collected on the work values of recruiters, their organizations, and job applicants in actual job interviews conducted through the placement center of a large university. Following the interviews, recruiters evaluated applicants' general employability and organization-specific fit. Approximately 4 months following the interviews, data on whether the applicants were invited for a second interview were also obtained. Work value congruence between the applicant and the recruiter was found to be related to judgments of general employability and organization-specific fit. Congruence between the applicant and the organization (as perceived by the recruiter) was not related to judgments of employability and organization-specific fit. Recruiter ratings of employability were related to the decision to invite the applicant for a second interview. Work value congruence was not related to second interview decisions. It is concluded that if work values and judgments of applicant fit influence the personnel selection process, they are more likely to do so at later stages when job offer decisions are made. Work values and judgments of applicant fit seem to have minimal impact on decisions to retain the applicant for additional consideration in early stages of the selection process.The personnel selection literature has traditionally focused on person-job fit (P-J fit), defined as the individual having the necessary knowledge, skills, and abilities (KSAs) to perform the job (e.g., Hedge & Teachout, 1992; O'Reilly, Caldwell, & Mirable, 1992). Personorganization fit (P-0 fit) extends both the predictor and criterion domains to broadly define fit as congruence of the personality traits, The authors made equal contributions to this study, order of authorship is alphabetical. We wish to thank Stephen Gilliland, Karl Kuhnert, Bruce M. Meglino, Elizabeth C. Ravlin, and three anonymous reviewers for their comments on an earlier draft. Randy Settoon assisted with data analysis. Correspondence and requests for reprints should be addressed to Cheryl L. Adkins, Department of Management, Coflege of Business, Louisiana State University, Baton Rouge, LA 70803. COPYRIGHT 0 1994 PERSONNEL PSYCHOLOGY, INC.

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