Making Sense of Intercultural Collaboration
Author:
Affiliation:
1. IGB Network Company, Ltd., Tokyo, Japan, and the University of Missouri–St. Louis
2. San Jose State University
Publisher
Informa UK Limited
Subject
Strategy and Management,Business and International Management
Link
https://www.tandfonline.com/doi/pdf/10.1080/00208825.2005.11043739
Reference29 articles.
1. Bird, A., S. Heinbuch, R. Dunbar, and M. McNulty. 1993. “A Conceptual Model of the Effects of Area Studies Training Programs and a Preliminary Investigation of the Model’s Hypothesized Relationships.” International Journal of Intercultural Relations 17: 415–443.
2. Das, T.K., and B.S. Teng. 1998. “Between Trust and Control: Developing Con?dence in Partner Cooperation in Alliances.” Academy of Management Review 23 (3): 491–512.
3. Doney, P., J. Cannon, and M. Mullen. 1998. “Understanding the In?uence of National Culture on the Development of Trust.” Academy of Management Review 23 (2): 601–620.
4. Fisher, G. 1997. Mindsets: The Role of Culture and Perception in International Relations. Yarmouth, ME: Intercultural Press.
5. Gioia, D., and K. Chittipeddi. 1991. “Sensemaking and Sensegiving in Strategic Change Initiation.” Strategic Management Journal 12 (6): 433–448.
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