Cross Cultural Management: An International Journal: Volume 2 Issue 1

Being “a third culture man”

Geert J.E.M. Sanders

Addresses the third culture perspective and the relevance it has for intercultural co‐operation. Highlights the Gersdam case, a joint venture of a West and East German company…

How familiar are expatriate managers with their subordinates' work values?: the case of Singapore

Jan Selmer

Examines to what extent Swedish executives are familiar with the work values of their own host country national subordinates in Singapore. Investigates the work values of host…

Differences in work/family orientations: workforces in Venezuela, Chile, Mexico and the United States

Kelly C. Strong, Joel D. Nicholson, Warren R. Nielsen

Balancing the relationship between commitment to work and commitment to family is becoming a major issue in the modern workplace of industrialized nations. In addition, regional…

Intercultural anxiety: implications for improving expatriate selection for Japan

Cookie White Stephan, Marilyn M. Helms, Paula J. Haynes

As US business organizations continue to use more expatriates in international locations, the reasons for high failure rates of these assignments need to be examined. Selection…

Strategies for integrating gainsharing and restructuring into the post‐NAFTA maquiladora industry

Paul G. Wilhelm

The moderate Mexican labour cost has been the key incentive for the relocation of US production operations in Mexico. This co‐operative operational programme, known as “production…