Introduction: Researching strategic adaptation in a cross-cultural context

Author:

Sternad Dietmar

Publisher

Springer Vienna

Reference53 articles.

1. Adler, N. J. (1983). Cross-cultural management research: The ostrich and the trend. Academy of Management Review, 8(2), 226–232.

2. Ashkanasy, N., Gupta, V., Mayfield, M. S., & Trevor-Roberts, E. (2004). Future orientation. In R. J. House, P. J. Hanges, M. Javidan, P. W. Dorfman, & V. Gupta (Eds.), Culture, leadership and organizations: The GLOBE study of 62 societies (pp. 282–342). Thousand Oaks et al.: Sage.

3. Audia, P. G., Locke, E. A.,& Smith, K. G. (2000). The paradox of success: An archival and a laboratory study of strategic persistence following radical environmental change. Academy of Management Journal, 43(5), 837–853.

4. Barr, P. S. (1998). Adapting to unfamiliar environmental events: A look at the evolution of interpretation and its role in strategic change. Organization Science, 9(6), 644–669.

5. Barr, P. S., & Glynn, M. A. (2004). Cultural variations in strategic issue interpretation: Relating cultural uncertainty avoidance to controllability in discriminating threat and opportunity. Strategic Management Journal, 25(1), 59–67.

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