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The Upside of Cultural Differences: Towards a More Balanced Treatment of Culture in Cross-Cultural Management Research

The Upside of Cultural Differences: Towards a More Balanced Treatment of Culture in Cross-Cultural Management Research

Encourages scholars to look at commonly considered phenomena in international business and cross-cultural research in new ways and to theorize and explore how cultural diversity, distance, and foreignness create value for global organizations. These considerations should result in a more balanced treatment of culture in cross-cultural management research.


Components and process in social science explanation: Is there a role for Yin-Yang balancing,Cooperating or competing in three languages: cultural accommodation or alienation?,Corporate social responsibility and firms’ cost of equity: How does culture matter?,Creating the asset of foreignness: Schrödinger’s cat and lessons from the Nissan revival,Cross-cultural management education rebooted: Creating positive value through scientific mindfulness,Cross-cultural research and positive organizational scholarship,Facilitating culturally diverse groups with visual templates in collaborative systems: Increasing structuration to improve precision,Section Header,The double-edged sword of cultural distance in international alliances—how perceived cultural distance influences trust and task discourse to drive new product development performance ,The upside of cultural differences: towards a more balanced treatment of culture in cross-cultural management research,Thinking style across cultures: An interview with Richard Nisbett

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