Food and Health 2019
DOI: 10.1002/9781119476252.ch1
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Food as a Public Health Problem: Convergences and Divergences of Public and Private Actor Games

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“…In order to overcome these challenges, businesses need to be able to manage cultural diversity and adjust the culture of their organizations to meet the requirements of the global economic environment. (Ferraro and Briody, 2023) According to the findings of several studies, the behaviour and decision-making processes of individuals involved in international business connections are influenced by corporate culture (Barner-Rasmussen et al, 2014;Boisnier et al, 2019). For instance, research has shown that companies with a strong culture that places a strong emphasis on performance have a greater tendency to be successful in cross-border acquisitions.…”
Section: Introductionmentioning
confidence: 99%
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“…In order to overcome these challenges, businesses need to be able to manage cultural diversity and adjust the culture of their organizations to meet the requirements of the global economic environment. (Ferraro and Briody, 2023) According to the findings of several studies, the behaviour and decision-making processes of individuals involved in international business connections are influenced by corporate culture (Barner-Rasmussen et al, 2014;Boisnier et al, 2019). For instance, research has shown that companies with a strong culture that places a strong emphasis on performance have a greater tendency to be successful in cross-border acquisitions.…”
Section: Introductionmentioning
confidence: 99%
“…For instance, research has shown that companies with a strong culture that places a strong emphasis on performance have a greater tendency to be successful in cross-border acquisitions. On the other hand, companies with a poor culture are likely to experience more cultural conflicts and integration difficulties (Boisnier et al, 2019). Furthermore, cultural differences in communication norms and approaches to bargaining may also have an impact on the outcomes of international commercial negotiations (Gelfand et al, 2002;Ting-Toomey and Kurogi, 1998).…”
Section: Introductionmentioning
confidence: 99%