Analyzing Cross-National Management and Organizations: A Theoretical Framework
提出一个理论框架，分析文化价值观差异和资源可用性如何影响跨国组织与管理实践的适应效果，并探讨了价值观冲突的四种情境及其对组织策略的启示。
The differential social control embedded in core and periphery values indigenous to a cultural setting, and the availability of resources in that setting, are discussed as critical factors for the effective adaptation of organizations and management practices transferred across cultural boundaries. The relationships between these factors and organizational structure, processes, and behavior, are analyzed and specified in a theoretical framework. The framework postulates the importance of congruent or, at least, accommodative relationships between the core values dominating the local setting, and those underlying transferred practices for the effectiveness of “imported” organizational practices. Four main contingencies of local-imported values' incongruence are described, and their implications for “entry” and “coping” strategies of cross-national organizations are discussed. The framework also offers a scheme for generating hypotheses regarding the effects of values on structures and behavior in cross-national organizations. The theoretical and managerial implications of the scheme are discussed and illustrated.