Cultural psychology has great potential to expand its research frameworks to more applied research fields in business such as marketing and organizational studies while going beyond basic psychological processes to more complex social practices. In fact, the number of cross-cultural business studies has grown constantly over the past 20 years. Nonetheless, the theoretical and methodological closeness between cultural psychology and these business-oriented studies has not been fully recognized by scholars in cultural psychology. In this paper, we briefly introduce six representative cultural constructs commonly applied in business research, which include (1) individualism vs. collectivism, (2) independence vs. interdependence, (3) analytic vs. holistic cognition, (4) vertical vs. horizontal orientation, (5) tightness vs. looseness , and (6) strong vs. weak uncertainty avoidance. We plot the constructs on a chart to conceptually represent a common ground between cultural psychology and business research. We then review some representative empirical studies from the research fields of marketing and organizational studies which utilize at least one of these six constructs in their research frameworks. At the end of the paper, we recommend some future directions for further advancing collaboration with scholars in the field of marketing and organizational studies, while referring to theoretical and methodological issues.

Multimarket contact (MMC) refers to the situation in which more than two firms simultaneously compete with each other in multiple products and/or geographical markets. Most studies on MMC have explored how the market overlap creates “mutual forbearance”, which lessens the intensity of rivalry. While prior studies have mainly focused on how reduced rivalry from MMC influences market-related decisions, only a few have paid attention to its impact on innovation activities. The purpose of this research is to explore how multimarket competition influences different stages of innovation. Specifically, we focus on three stages of innovation: Content development, commercialization, and protection of IPs (Intellectual Property). This study is conducted as an exploratory case research based on the in-depth analysis of two leading Korean Mobile game companies. Based on our findings, we explain how mutual forbearance and observability of the rival’s competitive action influence the choice of strategic decisions across different stages of innovation.

Drawing on various studies, we provide a holistic view incorporating different nested cultural contexts, organizational shame, and health outcomes. We introduce the concept of organizational shame and explain its two key domains: conformity and status/competition. Then, we comprehensively review prior studies on cultural approaches to shame and propose our cultural variance model of organizational shame. Our model illustrates an equilibrium, exhibiting dominant and stable patterns of shame domains formed by reinforcing relationships among three key nested contextual layers: individuals (workers), organizations (firms), and the labor market. We apply our model to discuss general and occupational implications and outline future research directions. Thus, we hope to conceptualize organizational shame within the dynamic contexts of organizations and cultures.

Purpose This study aims to investigate three organizational-level factors (geographical proximity, technological similarity and organizational identity integration) that influence the likelihood of post-mergers and acquisition (M&A) joint knowledge creation between inventors from the target and acquiring firms. Design/methodology/approach Analyzing post-M&A joint patent filing activities from 136 M&A deals in high-tech industries, the authors conduct a zero-inflated negative binomial regression analysis to estimate the likelihood of joint knowledge creation. Findings The results indicate that close geographical proximity and technological similarity are positively associated, whereas the integration of organizational identity is negatively associated with post-M&A joint knowledge creation. Practical implications Managers searching for an ideal acquisition target firm for joint production of new technologies or products should consider factors such as location, prior knowledge base and post-acquisition integration strategies. Originality/value The proposed model is a comprehensive framework that considers physical, cognitive and identity dimensions as antecedents of post-M&A joint knowledge creation. This study analyzes joint patenting activities to measure post-M&A joint knowledge creation between target and acquiring firm inventors.