Cultural awareness: An essential element of doing business abroad

Bonvillian, Gary; Nowlin, William A.

doi:10.1016/s0007-6813(05)80244-7

Cited by 19 publications

(8 citation statements)

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“…Finally, some adjustments were made in order to achieve conceptual or item equivalence. For instance, in the survey form dichotomous questions requiring a "yes" or "no" answer were avoided, because as Bonvillian and Nowlin (1994) indicate, Thais are reluctant to displease another with a negative answer, hence in practice there is no word for "no" in Thai. Likewise, it was found that some statements had an incomplete meaning when translated literally from English into other languages.…”

Section: Methods Instrumentmentioning

confidence: 99%

“…As time is seen as socially constructed (Berger and Luckman 1966), it is not surprising that authors frequently expect attitudes to time to be significantly different between cultures (Coser and Coser 1963;Doob 1971;Graham 1981;Kelly 1982;Gross 1987;Ko and Gentry 1991;Bonvillian and Nowlin 1994;Lewis 1995). Future orientation and time as clock time is expected to be more prominent in Western and industrial societies.…”

Section: Time and Culturementioning

confidence: 99%

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A Time Attitude Scale for Cross Cultural Research

Rojas‐Méndez

Davies

Omer

et al. 2002

Journal of Global Marketing

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The paper describes the development and testing of a questionnaire instrument designed to assess the attitudes of individuals towards time. Five constructs are identified from the literature: past, present and future orientations, time pressure (or time as duration) and planning (time as succession). Scale items were developed and tested in four countries: the UK, Saudi Arabia, Thailand and Chile. In the last three mentioned countries, the questionnaire was translated into the home language from English using the back translation method. In total, 2,155 respondents completed the instrument. The scale is tested for reliability using Cronbach Alpha both as a whole and in its five constituent parts for each country. Convergent validity was tested using Structural Equation Modelling. Past and future orientations, and time pressure José I. Rojas-Méndez is affiliated with the University of Talca, Chile, and Manchester Business School, England. Gary Davies is affiliated with the Manchester Business School, England. Omer Omer is affiliated with the King Saud University, Saudi Arabia. Paitoon Chetthamrongchai is affiliated with the UTCC, Bangkok, Thailand. Canan Madran is affiliated with CUIBF, Adana, Turkey. emerge as relatively well-defined constructs, reflecting their emphasis in the literature on time attitudes generally. The results are discussed in the context of cross-cultural research and in the context of a growing debate about the use of Cronbach Alpha as an absolute indicator for scale development.

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Section: Methods Instrumentmentioning

confidence: 99%

Section: Time and Culturementioning

confidence: 99%

A Time Attitude Scale for Cross Cultural Research

Rojas‐Méndez

Davies

Omer

et al. 2002

Journal of Global Marketing

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“…Western cultures, for example, tend to place a high importance on punctuality, and keeping somebody waiting is perceived as unprofessional or even contemptuous; in Eastern cultures, however, lateness is often attributed to busyness, and it does not necessarily reflect poorly on the individual (Bonvillian and Nowlin 1994). Moreover, interviewees emphasized that peacekeepers should be selected from among those who have sufficient language proficiency, at least in English.…”

Section: Processmentioning

confidence: 99%

Information Sharing in Military Operations

Goldenberg

Soeters²,

Waylon

2017

Advanced Sciences and Technologies for Security Applications

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The series Advanced Sciences and Technologies for Security Applications comprises interdisciplinary research covering the theory, foundations and domain-specific topics pertaining to security. Publications within the series are peer-reviewed monographs and edited works in the areas of:biological and chemical threat recognition and detection (e.g., biosensors, aerosols, forensics) crisis and disaster management terrorism cyber security and secure information systems (e.g., encryption, optical and photonic systems) traditional and non-traditional security energy, food and resource security economic security and securitization (including associated infrastructures) transnational crime human security and health security social, political and psychological aspects of security recognition and identification (e.g., optical imaging, biometrics, authentication and verification) smart surveillance systems applications of theoretical frameworks and methodologies (e.g., grounded theory, complexity, network sciences, modelling and simulation)Together, the high-quality contributions to this series provide a cross-disciplinary overview of forefront research endeavours aiming to make the world a safer place.The editors encourage prospective authors to correspond with them in advance of submitting a manuscript. Submission of manuscripts should be made to the Editor-in-Chief or one of the Editors.More information about this series at

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“…Instability in strategic alliances is determined by several factors: partner selection Dacin et al , 1997); partner reputation, shared decision‐making, and strategic similarities (Saxton, 1997); managerial characteristics and context (Hitt et al , 2000); control mechanisms (Geringer and Herbert, 1991); degree of cultural distance among partners (Bonvillan and Nowlin, 1994; Denison, 1990; Geringer and Herbert, 1991); and problem solving and conflict resolution mechanisms (Mohr and Spekman, 1994). Hennart et al (1998) suggest that problems in shared management are reason for instability in international joint ventures.…”

Section: Introductionmentioning

confidence: 99%

Problems in global strategic alliance management for European defence manufacturing firms

Butler

2008

Management Decision

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PurposeThe purpose of this paper is to investigate the problems which occur for European defence manufacturers in cross‐border strategic alliances.Design/methodology/approachThe survey uses a large‐scale questionnaire to collect data from a sample of firms from four European defence manufacturing countries and identifies those countries outside Europe with which the firms are forming alliances.FindingsThis paper finds that the degree of problems differs for firms from different countries.Research limitations/implicationsThe paper is limited in that it does not collect data from partner firms outside Europe. The paper aims to identify differences which exist between the firms' experiences with alliances.Originality/valueThe paper is important as its shows that some firms from different European countries experience more problems in certain key areas in cross‐border strategic alliances than others.

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Cultural awareness: An essential element of doing business abroad

Cited by 19 publications

References 1 publication

A Time Attitude Scale for Cross Cultural Research

A Time Attitude Scale for Cross Cultural Research

Information Sharing in Military Operations

Problems in global strategic alliance management for European defence manufacturing firms

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