Does Culture Matter? A Cross-Cultural Study of Executives' Choice, Decisiveness, and Risk Adjustment in International Marketing

Tse, David K.; Lee, Kam-hon; Vertinsky, Ilan; Wehrung, Donald A.

doi:10.2307/1251635

Cited by 394 publications

(233 citation statements)

References 22 publications

Supporting

Mentioning

228

Contrasting

Unclassified

Order By: Relevance

“…Some suggest that any revealed differences between Americans and Chinese that were uncovered in this study are likely to dissolve due to globalization leading to cultures around the world converging and becoming homogeneous (Tse, Lee, Vertinsky and Wehrung, 1988;Costa and Bamossy, 1995). Sewell (1999) suggests that such convergence will occur because cultures are changeable, and the ever greater transnational flows of capital, technology, people, brands, ideas and information between these cultures are evolving in the same direction.…”

Section: Discussionmentioning

confidence: 90%

“…Tse et al (1988) and Abbott (1976) argue that the Chinese culture will be especially resistant to change because its values have long and strong historical roots that are deeply entrenched. This suggests that the extant differences between the U.S. and Chinese cultures are likely to remain into the foreseeable future (Costa and Bamossy, 1995).…”

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

The Dissimilar Significance of Functional and Experiential Beliefs when Marketing Brands in Cross-Cultural Settings

Broyles¹,

Thomas²,

Forman³

et al. 2009

IBR

View full text Add to dashboard Cite

Drawing from social science literatures, this paper proffers and examines a theory that firms should adapt their marketing strategies in cross-cultural settings in order to reflect the dissimilar significance of their brand's functional and experiential elements in disparate cultures. Employing American and Chinese respondents, the paper tests hypotheses that empirically examine whether there is support for the discussed theory. It presents the findings, some which were unexpected, and offers new insight into the ongoing standardized vs. localized marketing strategy debate, with respect to marketing brand(s) in cross-cultural settings. The paper also provides a future research program to further our understanding of which marketing strategies are more apposite in cross-cultural settings.

show abstract

Section: Discussionmentioning

confidence: 90%

Section: Discussionmentioning

confidence: 99%

The Dissimilar Significance of Functional and Experiential Beliefs when Marketing Brands in Cross-Cultural Settings

Broyles¹,

Thomas²,

Forman³

et al. 2009

IBR

View full text Add to dashboard Cite

show abstract

“…This finding suggests that relationship-focused leadership can be appropriate at a Chinese firm, where guanxi is highly valued (Alston, 1989;Chen and Tjosvold, 2006;Tse et al, 1988;Wong and Leung, 2001), especially at the stage of post-M&A integration, when team harmony, increased morale, and improved communication must be built (Goleman, 2000). This is reflected in the respondents' attitude toward the significance of building a sense of belonging, trust, and harmony in the team.…”

Section: Will Only Build Private Relationships With Those Who Have mentioning

confidence: 99%

“…The literature identifies guanxi as a significant resource in China (Alston, 1989;Chen and Tjosvold, 2006;Tse et al, 1988;Wong and Leung, 2001). Wang and Nishiguchi (2006) even suggested that firms should first identify key business and regulatory relationships, then focus on the individuals who should be retained in order to keep the targeted relationship.…”

Section: Guanxi Networkmentioning

confidence: 99%

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

Zhang

Ahammad

Tarba

et al. 2014

The International Journal of Human Resource Management

101

View full text Add to dashboard Cite

Leadership and talent retention are critical HR-related components in post-merger and acquisition (M&A) integration, but the extent to which these factors interact with each other and eventually contribute to the success of post-M&A integration is under-explored. The present study investigates the effect of leadership styles on talent retention strategies and on the effectiveness of post-M&A integration in a Chinese context. Based on in-depth examination of an M&A case study, we propose that an authoritative, coaching, task-focused, and relationship-focused approach has a positive influence on talent retention and effective post-M&A integration in a Chinese context. As far as talent retention strategies are concerned, authoritative leaders use communication, whereas leaders adopting a coaching style use an incentive structure to positively influence talent retention. Furthermore, task-focused leaders use position and performance in order to identify and retain talented employees. By contrast, relationship-focused leaders emphasize the guanxi network, communication, and an incentive structure in their strategies of talent retention.

show abstract

“…Breuer et al (2011) find that individualism is linked to overconfidence and overoptimism and has a significantly positive effect on individual financial risk-taking and the decision to own stocks. Tse et al (1988) show that home culture has predictable, significant effects on the decision-making of executives. Two decades later, Graham et al (2010), using survey data in the U.S., also show that CEOs are not immune to the effects of culture.…”

Section: Literature Reviewmentioning

confidence: 98%

Clinical decision making – choosing between intuition, experience and scientific evidence

Nalliah

2016

Br Dent J

View full text Add to dashboard Cite

This paper investigates the effects of national culture on firm risk-taking, using a comprehensive dataset covering 50,000 firms in 400 industries in 51 countries. Risk-taking is found to be higher for domestic firms in countries with low uncertainty aversion, low tolerance for hierarchical relationships, and high individualism. Domestic firms in such countries tend to take substantially more risk in industries which are more informationally opaque (e.g. finance, mining, IT). Risktaking by foreign firms is best explained by the cultural norms of their country of origin. These cultural norms do not proxy for legal constraints, insurance safety nets, or economic development. JEL Classification Numbers: G32, G34, L20, N20, M14, D8

show abstract

Does Culture Matter? A Cross-Cultural Study of Executives' Choice, Decisiveness, and Risk Adjustment in International Marketing

Cited by 394 publications

References 22 publications

The Dissimilar Significance of Functional and Experiential Beliefs when Marketing Brands in Cross-Cultural Settings

The Dissimilar Significance of Functional and Experiential Beliefs when Marketing Brands in Cross-Cultural Settings

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

Clinical decision making – choosing between intuition, experience and scientific evidence

Contact Info

Product

Resources

About