The Inverse Practice Principle in Multicultural Management
研究发现，在东南亚的日本和美国企业并未实践其本国著名的管理原则，而欧洲企业因总部多元文化背景差异较小。文章提出“反向实践原则”解释这一现象，并尝试提出新理论。
By now it has become widely recognized that the Japanese firms in Southeast Asia do not practice their celebrated participatory decision making; nor do many of the American firms practice their own laudable management principles in their overseas locations. Continental European firms, however, whose home offices tend to be staffed multiculturally, tend to have less of the differential aspect in Asia. Earlier it was thought that the failure to use the home principles in foreign locations was due to the fact that some principles are cross-culturally nontransferrable. However, a closer examination shows that even the transferrable principles are not always put into practice; in fact, they may be withheld on the assumption that they cannot be practiced. Thus one sees almost the reversal of these principles. It is proposed here that this widespread phenomenon is the result of an inverse practice principle. Although findings on the practice are accumulating, we do not yet have a good theory. This article attempts a new explanation and raises new questions.