Clustering Countries on Attitudinal Dimensions: A Review and Synthesis

Ronen, Simcha; Shenkar, Oded

doi:10.2307/258126

Cited by 478 publications

(413 citation statements)

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“…Country clusters found in previous cross national research on managerial values and beliefs have been attributed to similarities in national culture (Ronen & Shenkar, 1985;Hofstede, 1980 (Hofstede (1980). French managers, for example, tend to respond to problems by focusing on their own "turf", referring problems up the hierarchy, and letting the government buffer the organization from the environment (Crozier, 1964).…”

Section: National Culturementioning

confidence: 97%

Interpreting and responding to strategic issues: The impact of national culture

Schneider

Meyer

1991

Strategic Management Journal

572

294

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Perceptions of environmental uncertainty and organizational control influence strategic behavior. As national culture influences these perceptions we expect to find cultural differences in interpretation and response to strategic issues. Given a case describing an issue concerning deregulation of the U.S. banking industry, managers completed questionnaires rating interpretations and responses to that issue. National culture was found to influence interpretation and responses. In particular, Latin European managers when compared with other managers were more likely to interpret the issue as a crisis and as a threat. Latin Europeans were also more likely to recommend proactive behavior. This study indicates that different cultures are likely to interpret and respond to the same strategic issue in different ways. These differences may help to explain and predict different responses of European countries to ‘1992’.

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Section: National Culturementioning

confidence: 97%

Interpreting and responding to strategic issues: The impact of national culture

Schneider

Meyer

1991

Strategic Management Journal

572

294

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“…This composite index has been widely used in the international business literature (Barkema, et al, 1996;Flores & Aguilera, 2007;Lee, Shenkar, & Li, 2008;Loree & Guisinger, 1995;Meschi & Riccio, 2008;Park & Ungson, 1997;Thomas & Grosse, 2001;Tihanyi, Griffith, & Russell, 2005). Although other measures of cultural distance have been suggested (Barkema, et al, 1996;Drogendijk & Slangen, 2006;Park & Ungson, 1997;Ronen & Shenkar, 1985;Schwartz, 1994;Shenkar, 2001), Drogendijk and Slangen (2006) show that "it may be premature to dismiss Hofstede's work as outdated or as inaccurately reflecting national cultures". We also calculate the cultural distance between the home and host country on each individual cultural dimension, as suggested by Shenkar (2001 representing one third (34%) of all Indian deals in our sample.…”

Section: Measurement Of Predictor Variablesmentioning

confidence: 99%

The motives and performance of cross-border acquirers from emerging economies: Comparison between Chinese and Indian firms

Nicholson

Salaber

2013

International Business Review

168

155

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During the recent decade, the world has witnessed the rapid growth of MNEs from emerging economies. Their increasing participation in cross-border mergers and acquisitions has raised great attention in the extant literature. This study evaluates the value creation from these cross-border transactions from two representative emerging countries, namely China and India, and determines factors that result in the different performance of these international acquisition activities. Crossborder acquisitions conducted by these countries' companies indeed lead to significant shareholder wealth creation. Furthermore, Indian shareholders are more likely to benefit from deals in small cultural distance countries, while Chinese investors gain from the cross-border expansion of manufacturing companies. Location also affects the performance of cross-border acquisitions, with acquisitions into developed countries generating higher returns to shareholders. Our sample consists of 203 Indian and 63 Chinese cross-border deals over the period 2000-2010 and our results hold after controlling for various deal-level and firm-level characteristics.

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“…The culture theory at a national level Hofstede [17], Ronen & Shenkar [18], Shenkar [19] suggests that there are a big culture gap between people coming from the Western and Far-East. Therefore, people from Western may be less inclined to stay in the Far-East countries.…”

Section: A Conceptual Frameworkmentioning

confidence: 99%

Brain Gain for Thailand: The Determinants of International Students' Intention to Stay on after Graduation

Kruanak¹,

Ruangkanjanases²

2014

IJTEF

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Abstract-"Brain Gain is a phenomenon in which the destination country receives the human capital or a high level of skills and competence from other countries to replace the lost professionals. For Thailand, receiving talented foreign students and retain them for a period of time after their studies could probably reverse the situation from brain drain to brain gain. The objectives of this study were (1) to explore factors that influence foreign student intention to remain in Thailand after studies, (2) to propose the findings of this study to the national level.Questionnaires dispersed among undergraduate and graduate foreign students studying in Thai universities which randomly selected.Finally regression analysis were used on data in order to test all six hypothesizes of the study and the findings indicated that only three factors; students' life and study adjustment process, social support and career perception, were the significant predictors of the overall students' intention to remain in Thailand.Furthermore, the results show a relationship between national economic development and inclination to stay or return.

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Clustering Countries on Attitudinal Dimensions: A Review and Synthesis

Cited by 478 publications

References 0 publications

Interpreting and responding to strategic issues: The impact of national culture

Interpreting and responding to strategic issues: The impact of national culture

The motives and performance of cross-border acquirers from emerging economies: Comparison between Chinese and Indian firms

Brain Gain for Thailand: The Determinants of International Students' Intention to Stay on after Graduation

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