Positive intercultural management in the fourth industrial revolution: managing cultural otherness through a paradigm shift

References

• Adler, N. J. (1980). Cultural synergy: The management of cross-cultural organizations. In: W. Burke & L.D Goodstein (Eds.), Trends and issues in organizational development: Current theory and practice (pp. 163–184). San Diego: Pfeiffer & Company.
   Google Scholar
• Adler, N. J. (1983). A typology of management studies involving culture. Journal of International Business Studies, 14(2), 29–47. doi:10.1057/palgrave.jibs.8490517
   Web of Science ®Google Scholar
• Adler, N. J. (2008). International dimensions of organizational behavior. South Western: Cincinnati.
   Google Scholar
• Alvesson, M., & Willmott, H. (2012). Making sense of management. A critical Introduction. London: Sage.
   Google Scholar
• Ang, S., & van Dyne, L. (2008). Handbook of cultural intelligence. Theory, measurement, and applications. Armonk, New York: M.E. Sharpe.
   Google Scholar
• Barenboim, D., & Said, E. (2002). Parallels and paradoxes: Explorations in music and society, London: Vintage.
   Google Scholar
• Barmeyer, C. (2018). Konstruktives interkulturelles management.Göttingen: UTB/Vandenhoeck & Ruprecht.
   Google Scholar
• Barmeyer, C., & Davoine, E. (2012). Le développement collectif de compétence interculturelle dans le contexte d’une organisation binationale: Le cas ARTE. Annales Des Mines - Gérer et Comprendre, 107, 63–73. doi:10.3917/geco.107.0063
   Google Scholar
• Barmeyer, C., & Davoine, E. (2019). Facilitating intercultural negotiated practices in joint ventures: The case of a French–German railway organization. International Business Review, 28(1), 1–11. doi:10.1016/j.ibusrev.2018.06.001
   Web of Science ®Google Scholar
• Barmeyer, C., Davoine, E., & Stokes, P. (2019). When the ‘well-oiled machine’ meets the ‘pyramid of people’ Role perceptions and hybrid working practices of middle managers in a binational organization – ARTE. International Journal of Cross Cultural Management, 19(3), 251–272. doi:10.1177/1470595819869729
   Web of Science ®Google Scholar
• Barmeyer, C., & Franklin, P. (2016). Intercultural Management. A case-based approach to achieving complementarity and synergy. London: Palgrave.
   Google Scholar
• Barmeyer, C., & Mayrhofer, U. (2008). The contribution of intercultural management to the success of international mergers and acquisitions: An analysis of the EADS group. International Business Review, 17(1), 28–38. doi:10.1016/j.ibusrev.2007.12.001
   Web of Science ®Google Scholar
• Barner-Rasmussen, W., Ehrnrooth, M., Koveshnikov, A., & Mäkela, K. (2014). Cultural and language skills as resources for boundary spanning within the MNC. Journal of International Business Studies, 45(7), 886–905. doi:10.1057/jibs.2014.7
   Web of Science ®Google Scholar
• Beechler, S., Sondergaard, M., Miller, E. L., & Bird, A. (2006). Boundary Spanning. In: H. W. Lane, M. L. Maznevski, M. E. Mendenhall, & J. McNett (Eds.), The Blackwell Handbook of global management: A guide to managing complexity (pp. 121–133). Oxford: Wiley-Blackwell.
   Google Scholar
• Bennett, J. M. (2015). The Sage encyclopedia of intercultural competence. A Sage reference publication, Thousand Oaks, CA, Boston, MA: SAGE Publications, Inc; Credo Reference.
   Google Scholar
• Berger, P. L., & Luckmann, T. (1966). The social construction of reality. A treatise in the sociology of knowledge. New York, NY: Doubleday.
   Google Scholar
• Berry, J. W. (1989). Imposed Etics-Emics-derived Emics. The operatonalization of a compelling idea. International Journal of Psychology, 24(6), 721–735.
   Web of Science ®Google Scholar
• Bhagat, R. S., & Steers, R. M. (2009). Cambridge handbook of culture, organizations, and work, Cambridge: Cambridge University Press.
   Google Scholar
• Bjerregaard, T., Lauring, J., & Klitmøller, A. (2009). A critical analysis of intercultural communication research in cross-cultural mangament introducing newer developments in Anthropolgy. Critical Perspectives on International Business, 5(3), 207–228. doi:10.1108/17422040910974695
   Google Scholar
• Bloem, J., van Doorn, M., Duivenstein, S., Excoffier, S., Maar, R., & van Ommeren, E. (2014). Groningen: Line Up boek en media bv. Retrieved from https://www.sogeti.com/globalassets/global/special/sogeti-things3en.pdf
   Google Scholar
• Brannen, M. Y. (1998). Negotiated culture in binational contexts: A model of culture change based on a Japanese/American organizational experience. Anthropology of Work Review, 18(2–3), 6–17. doi:10.1525/awr.1998.18.2-3.6
   Google Scholar
• Brannen, M. Y., & Salk, J. (2000). Partnering across borders: Negotiating organizational culture in a German-Japanese joint venture. Human Relations, 52(4), 451–487. doi:10.1177/0018726700534001
   Google Scholar
• Brannen, M. Y., & Thomas, D. C. (2010). Bicultural Individuals in Organizations: Implications and Opportunity. International Journal of Cross Cultural Management, 10(1), 5–16. doi:10.1177/1470595809359580
   Google Scholar
• Brock, D. M. (2005). Multinational acquisition integration: The role of national culture in creating synergies. International Business Review, 14(3), 269–288. doi:10.1016/j.ibusrev.2005.02.001
   Web of Science ®Google Scholar
• Cameron, K. S. (2008). Paradox in positive organizational change. The Journal of Applied Behavioral Science, 44(1), 7–24. doi:10.1177/0021886308314703
   Web of Science ®Google Scholar
• Cameron, K. S. (2017). Cross-cultural research and positive organizational scholarship. Cross Cultural & Strategic Management, 24(1), 13–32. doi:10.1108/CCSM-02-2016-0021
   Web of Science ®Google Scholar
• Cameron, K. S., & Caza, A. (2004). Contributions to the discipline of positive organizational scholarship. American Behavioral Scientist, 47(6), 731–739. doi:10.1177/0002764203260207
   Web of Science ®Google Scholar
• Chevrier, S. (2003). Le Management interculturel. Paris: PUF.
   Google Scholar
• Chreim, S. (2015). The (non)distribution of leadership roles: Considering leadership practices and configurations. Human Relations, 68(4), 517–543. doi:10.1177/0018726714532148
   Web of Science ®Google Scholar
• Clausen, L. (2007). Corporate communication challenges: a “negotiated” culture perspective. International Journal of Cross Cultural Management, 7(3), 317–332. doi:10.1177/1470595807083376
   Google Scholar
• Cox, T. (1993). Cultural diversity in organizations. Theory, research and practice. San Francisco, CA: Berrett-Koehler Publishers.
   Google Scholar
• Crozier, M., & Friedberg, E. (1977). L’acteur et le système. Paris: Le Seuil.
   Google Scholar
• D’Iribarne, P. (2007). Successful companies in the developing world. Managing in synergy with cultures, Paris: agence française de développement (afd).
   Google Scholar
• D’Iribarne, P. (2009). National cultures and organisations in search of a theory: An interpretative approach. International Journal of Cross Cultural Management, 9(3), 309–321. doi:10.1177/1470595809346601
   Google Scholar
• Dinges, N., & Baldwin, K. D. (1996). Intercultural competence. A research perspective. In: D. Landis & R.D. Bhagat (Eds.). Handbook of intercultural training (pp. 106–123). Thousand Oaks, CA: Sage.
   Google Scholar
• Drexelius, J. (1627). The Heliotropium, or Conformity of the Human Will to the Divine. (R.N. Shutte Trans.). New York, NY: The Devin-Adair Company.
   Google Scholar
• Earley, P. C., & Ang, S. (2003). Cultural intelligence. Individual interactions across cultures. Stanford Business Books. Stanford, CA: Stanford University Press.
   Google Scholar
• Earley, P. C., Ang, S., & Tan, J. -S. (2006). CQ. Developing cultural intelligence at work. Stanford, CA: Stanford Business Books.
   Google Scholar
• Eberhard, B., Podio, M., Pérez Alonso, A., Radovica, A., Avotina, L., Peiseniece, L., … Solé-Pla, J. (2017). Smart work: The transformation of the labour market due to the fourth industrial revolution (I4.0). International Journal of Business and Economic Sciences Applied Research, 10(3), 47–66.
   Google Scholar
• Fang, T. (2006). From onion to ocean: Paradox and change in national cultures. International Studies of Management & Organization, 35(4), 71–90. doi:10.1080/00208825.2005.11043743
   Google Scholar
• Fang, T. (2012). Yin Yang: A new perspective on culture. Management and Organization Review, 8(1), 25–50. doi:10.1111/j.1740-8784.2011.00221.x
   Web of Science ®Google Scholar
• Fink, G., & Mayrhofer, W. (2009). Cross-cultural competence and management – setting the stage. European Journal of Cross-Cultural Competence and Management, 1(1), 42–65. doi:10.1504/EJCCM.2009.026733
   Google Scholar
• Fitzsimmons, S. R., Lee, Y.-T., & Brannen, M. Y. (2013). Demystifying the myth about marginals: Implications for global leadership. European Journal of International Management, 7(5), 587–603. doi:10.1504/EJIM.2013.056479
   Web of Science ®Google Scholar
• Fitzsimmons, S. R., Miska, C., & Stahl, G. (2011). Multicultural employees: Global business’ untapped resource. Organizational Dynamics, 40(3), 199–206. doi:10.1016/j.orgdyn.2011.04.007
   Web of Science ®Google Scholar
• Flanagan, J. C. (1954). The critical incident technique. Psychological Bulletin, 51(4), 327–358. Nodoi:10.1037/h0061470
   PubMed Web of Science ®Google Scholar
• Fontaine, R. (2007). Cross‐cultural management: Six perspectives. Cross Cultural Management: An International Journal, 14(2), 125–135. doi:10.1108/13527600710745732
   Google Scholar
• French, R. (2015). Cross-cultural management in work organisations (3rd ed). London: Chartered Institute of Personnel and Development.
   Google Scholar
• Gabriel, Y., & Griffiths, D. S. (2008). International learning groups: Synergies and dysfunctions. Management Learning, 39(5), 503–518. doi:10.1177/1350507608096038
   Web of Science ®Google Scholar
• Galbraith, J. R. (1995). Designing organizations. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Gannon, M. J. and Newman, K. (Eds.) (2002). The Blackwell handbook of cross-cultural management. Oxford: Blackwell Publishing.
   Google Scholar
• Geertz, C. (1973). The Interpretation of Cultures. London: Hutchinson.
   Google Scholar
• Hampden-Turner, C. (1990). Charting the corporate mind: Graphic solutions to business conflicts. New York, NY: The Free Press.
   Google Scholar
• Hampden-Turner, C. (2000). What we know about cross-cultural management after thirty years. In: D. Lynch & A. Pilbeam (Eds.), Heritage and progress. From the past to the future in intercultural understanding (pp. 17–27). Bath: LTS.
   Google Scholar
• Hampden-Turner, C., & Trompenaars, F. (1997). Response to Geert Hofstede. International Journal of Intercultural Relations, 21(1), 149–159. doi:10.1016/S0147-1767(96)00042-9
   Web of Science ®Google Scholar
• Hampden-Turner, C. M., & Trompenaars, F. (2000). Building cross-cultural competence: How to create wealth from conflicting values. New Haven: Yale University Press.
   Google Scholar
• Harris, P. R. (2004). European leadership in cultural synergy. European Business Review, 16(4), 358–380. doi:10.1108/09555340410546991
   Google Scholar
• Harrison, J. S., Hitt, M. A., Hoskisson, R. E., & Ireland, R. D. (1991). Synergies and postacquisition performance: Differences versus similarities in resource allocations. Journal of Management, 17(1), 173–190. doi:10.1177/014920639101700111
   Web of Science ®Google Scholar
• Headland, T., PIke, K., & Harris, M. (1990). Emic and Etic. The insider/outside-debate. Newbury Park: Sage.
   Google Scholar
• Hecklau, F., Galeitzke, M., Flachs, S., & Kohl, H. (2016). Holistic approach for human resource management in Industry 4.0. Procedia CIRP, 54, 1–6. doi:10.1016/j.procir.2016.05.102
   Google Scholar
• Hofstede, G. (1980). Culture’s consequences. International differences in work-related values. Beverly Hills: Sage.
   Google Scholar
• Holden, N., Michailova, S. and Tietze, S. (Eds.). (2015). The Routledge companion to cross-cultural management. London, New York, NY: Routledge.
   Google Scholar
• House, R. J., Dorfman, P. W., Javidan, M., Hanges, P. J., & Sully de Luque, M. F. (2014). Strategic Leadership across cultures. Thousand Oaks, CA: Sage.
   Google Scholar
• House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership and organizations. The GLOBE Study of 62 Societies. Thousand Oaks, CA: Sage.
   Google Scholar
• Hsiao, R. L., Tsai, D. H., & Lee, C. F. (2012). Collaborative knowing: The adaptive nature of cross‐boundary spanning. Journal of Management Studies, 49(3), 463–491. doi:10.1111/j.1467-6486.2011.01024.x
   Web of Science ®Google Scholar
• Ivtzan, I., Lomas, T., Hefferon, K., & Worth, P. (2016). Second wave positive psychology. London: Routledge.
   Google Scholar
• Jack, G., & Westwood, R. (2009). International and cross-cultural management studies. A postcolonial reading. London: Palgrave Macmillan.
   Google Scholar
• Joseph, S. (Ed.). (2015). Positive psychology in practice: Promoting human flourishing in work, health, education, and everyday life. Hoboken: Wiley.
   Google Scholar
• Korine, H., Asakawa, K., & Gomez, P. Y. (2002). Partnering with the unfamiliar: Lessons from the case of Renault and Nissan. Business Strategy Review, 13(2), 41–50. doi:10.1111/1467-8616.00209
   Google Scholar
• Kötter, M. (2003). Negotiation of meaning and codeswitching in online tandems. Language Learning and Technology, 7(2), 145–172.
   Web of Science ®Google Scholar
• Kuhn, T. S. (1962). The structure of scientific revolutions. Chicago: Chicago University Press.
   Google Scholar
• Laurent, A. (1983). The cultural diversity of western conceptions of management. International Studies of Management & Organization, 13(1-2), 75–96. Nodoi:10.1080/00208825.1983.11656359
   Google Scholar
• Little, D. (2001). Learner autonomy and the challenge of tandem language learning via the Internet. In: C. Chambers & G. Davies (Eds.), Information and Communications Technologies and Language Learning: A European Perspective, (pp. 29–38). Lisse: Swets and Zeltlinger.
   Google Scholar
• Luthans, F. (2002). The need for and meaning of positive organizational behaviour. Journal of Organizational Behavior, 23(6), 695–706. doi:10.1002/job.165
   Web of Science ®Google Scholar
• Mahadevan, J. (2017). A very short, fairly interesting and reasonably cheap book about cross-cultural management. London: Sage.
   Google Scholar
• Mahadevan, J. and Mayer, C.-H. (Eds.). (2017). Muslim minorities, workplace diversity and reflexive HRM. London: Routledge.
   Google Scholar
• Margolis, J. D., & Walsh, J. P. (2003). Misery loves companies. Rethinking social initiatives by business. Administrative Science Quarterly, 48(2), 268–305. doi:10.2307/3556659
   Web of Science ®Google Scholar
• Maslow, A. H. (1964). Synergy in the society and in the individual. Journal of Individual Psychology, 20(2), 153–164.
   Google Scholar
• Mayer, C. H. (2011). The meaning of sense of coherence in transcultural management.Waxmann: Münster.
   Google Scholar
• Mayer, C. H. (2019a). Key factors of creativity and the art of collaboration in twenty-first-century workpaces. In: M. Coetzee (Ed.), Thriving in digital workplaces: Innovations in theory, research and practice (pp. 147–166). Cham: Springer Nature.
   Google Scholar
• Mayer, C. H. (2019b). Trainingshandbuch interkulturelle mediation und konfliktmanagement. didaktische materialien zum konpetenzerweb. Münster: Waxmann.
   Google Scholar
• Mayer, C. -H., & Boness, C. M. (2013). Creating mental health across cultures. Coaching and training for managers. Lengerich: Pabst Publishers.
   Google Scholar
• Mayer, C. -H., Boness, C. M., & Louw, L. (2017). Perceptions of Chinese and Tanzanian employees regarding intercultural colloboration. South African Journal of Human Resource Management, 15, 11. pages. doi:10.4102/sajhrm.v15i0.921
   Web of Science ®Google Scholar
• Mayer, C. -H., & Flotman, A. -P. (2017). Chapter 4. Constructing identity. Implications for reflexive HRM. In: J. Mahadevan & C.-H. Mayer (Eds), Muslim Minorities, Workplace Diversity and Refelxive HRM (pp. 61–76). London and New York: Routledge, Taylor and Francis Group.
   Google Scholar
• Mayer, C. H., & Louw, L. (2012). Managing cross-cultural conflict in organizations. International Journal of Cross Cultural Management, 12(1), 3–8. doi:10.1177/1470595811413104
   Google Scholar
• Mayer, C. -H., Vanderheiden, E., & Oosthuizen, R. (2019). Transforming shame, guilt and anxiety through a salutogenic PP1.0 and PP2.0 counselling framework. Counselling Psychology Quarterly, 29(1), 436–452. doi:10.1080/09515070.2019.1609421
   Google Scholar
• Mense-Petermann, U. (2006). Micro-political or intercultural conflicts? An integrating approach. Journal of International Management, 12(3), 302–317. doi:10.1016/j.intman.2006.07.002
   Google Scholar
• Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, H. J. (1978). Organizational strategy, structure, and process. Academy of Management Review, 3(3), 546–562. doi:10.5465/amr.1978.4305755
   PubMedGoogle Scholar
• Moran, R., & Harris, P. R. (1983). Managing cultural synergy. Houston, TX: Gulf Publishing Co.
   Google Scholar
• Muckelbauer, J. (2016). Implicit paradigms of Rhetoric. Aristotelian, Cultural and Heliotropic. In S. Barnett & C. Boyle (Eds.), Rhetoric through everyday things (pp. 30–41). Tuscaloosa: University of Alabama Press.
   Google Scholar
• Ng, K. Y., & Earley, P. C. (2006). Culture + intelligence: old constructs, new frontiers. Group and Organization Management, 31(1), 4–19. doi:10.1177/1059601105275251
   Web of Science ®Google Scholar
• Nikitina, T., & Lapina, I. (2017). Managerial competenves development in the context of the Fourth Industrial revolution. SCEE Proceedings 2017 (pp. 151–152). http://feem.rtu.lv/wp-content/uploads/sites/64/2016/04/SCEE2017-Proceedings.pdf#page=151
   Google Scholar
• Özbilgin M., Bartels-Ellis F., and Gibbs P. (Eds.) (2019). Global Diversity Management, Management for Professionals. Switzerland: Springer.
   Google Scholar
• Özbilgin, M. (2008). Global diversity management. In: Smith, P.B., Peterson, M.F. and Thomas, D.C. (Eds.), The handbook of cross-cultural management research (pp. 379–396). Los Angeles, CA: Sage.
   Google Scholar
• Özbilgin, M., Chanlat J. F. (Eds.). (2017). Management and diversity: Perspectives from different national contexts. Bingley, UK: Emerald Group Publishing.
   Google Scholar
• Person, K., May, M. S., & Mayer, C. H. (2016). The meaning of work for South African women: A phenomenological study. Journal of Psychology in Africa, 26(2), 134–140. doi:10.1080/14330237.2016.1163897
   Web of Science ®Google Scholar
• Peterson, M. F., & Sondergaard, M. (2008). Foundations of cross-cultural management. Thousand Oaks, CA: Sage.
   Google Scholar
• Phillips, M., & Sackmann, S. (2015). Cross-Cultural management rising. In: Holden, N., Michailova, S. and Tietze, S. (Eds.), The Routledge companion to cross-cultural management, (pp. 8–18). London, New York, NY: Routledge.
   Google Scholar
• Pike, K. (1954). Language in relation to a unified theory of the structure of human behaviour. Den Haag: Mouton.
   Google Scholar
• Primecz, H., Romani, L. and Sackmann, S. (Eds.) (2011). Cross-cultural management in practice. culture and negotiated meanings. Northampton: Edward Elgar.
   Google Scholar
• Reid, W., & Karambayya, R. (2009). Impact of dual executive leadership dynamics in creative organizations. Human Relations, 62(7), 1073–1112. doi:10.1177/0018726709335539
   Web of Science ®Google Scholar
• Reid, W., & Karambayya, R. (2016). The shadow of history: Situated dynamics of trust in dual executive leadership. Leadership, 12(5), 609–631. doi:10.1177/1742715015579931
   Web of Science ®Google Scholar
• Riiser, S. (2010). National identity and the West-Eastern Divan Orchestra. Music and Arts in Action, 2(2), 19–37.
   Google Scholar
• Romani, L. (2008). Relating to the other. Paradigm interplay for cross-cultural management research. Stockholm: Stockholm School of Economics (Institute for International Business).
   Google Scholar
• Romani, L., Sackmann, S., & Primecz, H. (2011). Culture and negotiated meanings: The value of considering meaning systems and power imbalance for cross-cultural management. In: Primecz, H., Romani, L. and Sackmann, S. (Eds.), Cross-cultural management in practice. Culture and negotiated meanings (pp. 1–18). Northampton: Edward Elgar.
   Google Scholar
• Sackmann, S., & Phillips, M. (2004). Contextual influences on culture research: shifting assumptions for new workplace realities. International Journal of Cross Cultural Management, 4(3), 370–390. doi:10.1177/1470595804047820
   Google Scholar
• Saint-Léger, G., & Beeler, B. (2012). Emergence d’une culture négociée dans le cadre des projets ERP. Management & Avenir, 53(3), 54–71. doi:10.3917/mav.053.0054
   Google Scholar
• Scholz, C., & Stein, V. (2014). The dean in the university of the future. München: Mering Hampp.
   Google Scholar
• Schotter, A. P., Mudambi, R., Doz, Y. L., & Gaur, A. (2017). Boundary spanning in global organizations. Journal of Management Studies, 54(4), 403–421. doi:10.1111/joms.12256
   Web of Science ®Google Scholar
• Schwab, K. (2017). The fourth industrial revolution. New York, NY: Crown Business.
   Google Scholar
• Seligman, M. E. P. (2002). Positive psychology, positive prevention and positive therapy. In C.R. Snyder and S.J. Lopez. (Eds.), Handbook of positive psychology (pp. 410–421). New York, NY: Oxford University.
   Google Scholar
• Smith, P.B., Peterson, M.F. and Thomas, D.C. (Eds.) (2008). The handbook of cross-cultural management research. Los Angeles, CA: Sage.
   Google Scholar
• Spencer-Oatey, H., & Franklin, P. (2009). Intercultural interaction. A multidisciplinary approach to intercultural communication. Basingstoke: Palgrave Macmillan.
   Google Scholar
• Spitzberg, B. H., & Changnon, G. (2009). Conceptualizing intercultural competence. In: Deardorff, D.K. (Ed.), The SAGE handbook of intercultural competence. (pp. 2–52). Thousand Oaks, CA: SAGE Publications, Inc.
   Google Scholar
• Stahl, G. K., & Brannen, M. Y. (2013). Building cross-cultural leadership competence: An interview with Carlos Ghosn. Academy of Management Learning & Education, 12(3), 519–531. doi:10.5465/amle.2012.0246
   Web of Science ®Google Scholar
• Stahl, G. K., Mäkelä, K., Zander, L., & Maznevski, M. L. (2010). A look at the bright side of multicultural team diversity. Scandinavian Journal of Management, 26(4), 439–447. doi:10.1016/j.scaman.2010.09.009
   Web of Science ®Google Scholar
• Stahl, G. K., Miska, C., Lee, H. J., & Sully de Luque, M. F. (2017). The upside of cultural differences: Towards a more balanced treatment of culture in cross-cultural management research. Cross Cultural & Strategic Management, 24(1), 2–12. doi:10.1108/CCSM-11-2016-0191
   Web of Science ®Google Scholar
• Stahl, G. K., & Tung, R. L. (2015). Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship. Journal of International Business Studies, 46(4), 391–414. Nodoi:10.1057/jibs.2014.68
   Web of Science ®Google Scholar
• Strauss, A. L. (1978). Negotiations: Varieties, contexts, processes, and social order. San Francisco, CA: Jossey-Bass Inc Pub.
   Google Scholar
• Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann conflict mode instrument. Mountain View, CA: Xicom, a subsidiary of CPP.
   Google Scholar
• Thomas, D. C., & Peterson, M. F. (2015). Cross-cultural management. Essential concepts. Thousand Oaks, CA: Sage.
   Google Scholar
• Treichel, D., & Mayer, C. -H. (2011). Lehrbuch Kultur. Lehr- und Lernmaterialen zur Vermittlung kultureller Kompetenzen. Münster: Waxmann.
   Google Scholar
• Tung, R. L. (2008). The cross-cultural research imperative: The need to balance cross-national and intra-national diversity. Journal of International Business Studies, 39(1), 41–46. doi:10.1057/palgrave.jibs.8400331
   Web of Science ®Google Scholar
• Vanderheiden, E., & Mayer, C. H. (2020). Mistakes, errors and failure. Navigating Potentials. Cham, Switzerland: Springer.
   Google Scholar
• Wong, P. T. P. (2011). Positive psychology 2.0: Towards a balanced interactive model of the good life. Canadian Psychology/Psychologie Canadienne, 52(2), 69–81. doi:10.1037/a0022511
   Web of Science ®Google Scholar
• Yagi, N., & Kleinberg, J. (2011). Boundary work: An interpretive ethnographic perspective on negotiating and leveraging cross-cultural identity. Journal of International Business Studies, 42(5), 629–653. doi:10.1057/jibs.2011.10
   Web of Science ®Google Scholar
• Zander, L., & Romani, L. (2004). When nationality matters. A study of departmental, hierarchical, professional, gender and age-based employee groupings’ leadership preference across 15 countries. International Journal of Cross Cultural Management, 4(3), 291–315. doi:10.1177/1470595804047811
   Google Scholar