Abstract
Cultural friction posits that cultural differences may be either synergistic or disruptive, but does not specify when or how synergies or disruptions emerge. We theorize that synergies will emerge in foreign-invested enterprises (FIEs) when cultural differences in leadership beliefs are less central to the host nation’s cultural identity; while disruption will occur when differences are in more culturally central leadership beliefs. Analyzing survival data from 274 FIEs in China, we found support for these hypotheses with five of the six GLOBE leadership dimensions. As predicted, differences in the Participative and Team-Oriented dimensions were associated with higher firm death, while differences in the Charismatic, Autonomous and Self-Protective dimensions were associated with firm survival. Our results indicate that while there are areas where differences may indeed need to be accepted or minimized, there are other areas where differences can be beneficial. This requires that managers identify more central aspects of local culture to determine whether to minimize differences or to leverage their synergistic potential.
Abstract
La friction culturelle signifie en principe que les différences culturelles peuvent être synergiques ou préjudiciables, mais elle ne précise pas quand ni comment les synergies ou les préjudices émergent. Nous soutenons que les synergies verront le jour dans les entreprises à participation étrangère (EPE) quand les différences culturelles sur les notions de leadership sont moins centrales à l'identité culturelle du pays hôte ; alors que le préjudice se produira lorsque les différences sur les notions de leadership sont culturellement plus centrales. Analysant des données sur la survie de 274 EPE en Chine, nous avons trouvé des éléments qui valident ces hypothèses pour cinq des six dimensions GLOBE sur le leadership. Comme prévu, les différences sur les dimensions Participatif et Orienté vers l'équipe ont été associées à une mortalité plus élevée des entreprises, alors que des différences sur les dimensions Charismatique, Autonome et Auto-protégé ont été associées à la survie des entreprises. Nos résultats indiquent que bien qu'il existe des domaines où les différences peuvent en effet être acceptées ou minimisées, il y a d’autres domaines où les différences peuvent être bénéfiques. Cela exige que les gestionnaires identifient les aspects de la culture locale les plus centraux afin de déterminer s'il est préférable de minimiser les différences ou exploiter leur potentiel synergique.
Abstract
La fricción cultural insta que las diferencias culturales pueden ser ya sean sinérgicas o disruptivas, pero no especifica cuando o como surgen las sinergias o las disrupciones. Teorizamos que las sinergias surgirán en empresas con inversión extranjera (FIEs) cuando las diferencias culturales en creencias de liderazgo son menos fundamentales para la identidad cultural del país anfitrión, mientras que la disrupción ocurrirá cuando las diferencias están en creencias de liderazgo más fundamentales culturalmente. Analizamos datos de supervivencia de 274 empresas con inversión extranjera en China, encontramos soporte para estas hipótesis con seis de las dimensiones de liderazgo GLOBE. Como se predijo, las diferencias en las dimensiones Participativa y de Orientación Grupal fueron asociadas con mayor muerte empresarial. mientras que diferencias en las dimensiones Carismático, Autónomo, y Auto-Protector fueron asociadas a supervivencia empresarial. Nuestros resultaos indican que mientras que hay áreas en donde las diferencias pueden de hecho se aceptadas con minimizadas, hay otras áreas en donde las diferencias pueden ser beneficiosas. Esto requiere que los gerentes identifique aspectos más fundamentales de la cultural local para determinar si minimizar diferencias o si aprovechar su potencial su potencial sinérgico.
Abstract
A fricção Cultural postula que as diferenças culturais podem ser tanto sinérgicas quanto disruptivas, mas não especifica quando ou como as sinergias ou rompimentos surgem. Nós teorizamos que as sinergias surgirão em empresas com investimentos estrangeiros (FIEs) quando as diferenças culturais nas crenças de liderança são menos centrais para a identidade cultural do país de acolhimento, enquanto que o rompimento ocorrerá quando as diferenças estão em crenças de liderança culturalmente mais centrais. Analisando dados de sobrevivência de 274 FIEs na China encontramos apoio para essas hipóteses em cinco das seis dimensões de liderança GLOBE. Como previsto, as diferenças nas dimensões participativa e orientada à equipe foram associadas com uma maior mortalidade de empresas, enquanto que diferenças nas dimensões carisma, autonomia e autoproteção foram associadas com a sobrevivência da empresa. Nossos resultados indicam que, embora existam áreas em que diferenças devam de fato ser reconhecidas ou minimizadas, existem outras áreas em que as diferenças podem ser benéficas. Isto requer que gestores identifiquem aspectos mais centrais da cultura local para determinar se minimizam as diferenças ou alavancam o seu potencial sinérgico.
Abstract
文化摩擦假定文化差异可能要么是协同性的, 要么是破坏性的, 但没有明确协同性或破坏性何时或如何出现。我们论证, 在外商投资企业 (FIEs) 中, 当领导力信念中的文化差异对东道国文化特征而言不太在核心位置时协同性会出现; 当差异存在于较为文化核心的领导力信念中时, 破坏性将会发生。通过分析来自中国的274家FIEs的生存数据, 我们发现GLOBE领导力六维度中的五个维度都支持这些假设。正如所预测的那样, 参与和团队导向维度的差异与较高的公司死亡相关, 然而魅力、自治和自我保护维度的差异与公司的生存相关。我们的结果表明, 虽然有一些领域的差异可能确实需要被接受或最小化, 但是也有其它一些领域的差异可能是有益的。这需要管理者识别当地文化中更核心的方面以决定是让差异最小化还是去利用它们的协同潜力。
Similar content being viewed by others
Notes
Thanks to one of our reviewers for this suggestion.
References
Adler, N. 1983. A typology of management studies involving culture. Journal of International Business Studies, 14 (2): 29–47.
Allison, P. D. 1995. Survival analysis using the SAS system: A practical guide. Cary, NC: SAS Institute.
Barkema, H. G., & Vermeulen, F. 1997. What differences in the cultural backgrounds of partners are detrimental for international joint ventures? Journal of International Business Studies, 28 (4): 845–864.
Barkema, H. G., Bell, J. H. J., & Pennings, J. M. 1996. Foreign entry, cultural barriers, and learning. Strategic Management Journal, 17 (2): 151–166.
Bell, D. A. 2010. China's new confucianism: Politics and everyday life in a changing society. Princeton, NJ: Princeton University Press.
Billioud, S., & Thoraval, J. 2007. Jiaohua: The Confucian revival in China as an educative project. China Perspectives, 2007 (4): 4–20.
Bohns, V. K., & Higgins, E. T. 2011. Liking the same things, but doing things differently: Outcome versus strategic compatibility in partner preferences for joint tasks. Social Cognition, 29 (5): 497–527.
Bordia, S., & Bordia, P. 2015. Employees' willingness to adopt a foreign functional language in multilingual organizations: The role of linguistic identity. Journal of International Business Studies, 46 (4): 415–428.
Box-Steffensmeier, J. M., & Jones, B. S. 2004. Event history modeling: A guide for social scientists. Cambridge: Cambridge University Press.
Brannen, M. Y., & Salk, J. E. 2000. Partnering across borders: Negotiating organizational culture in a German–Japanese joint venture. Human Relations, 53 (4): 451–487.
Brock, D. M., Shenkar, O., Shoham, A., & Siscovick, I. C. 2008. National culture and expatriate deployment. Journal of International Business Studies, 39 (8): 1293–1309.
Brouthers, K. D. 2002. Institutional, cultural and transaction costs influences on entry mode choice and performance. Journal of International Business Studies, 33 (2): 203–221.
Brouthers, K. D., & Brouthers, L. E. 2001. Explaining the national cultural distance paradox. Journal of International Business Studies, 32 (1): 177–189.
Casmir, F. L. 1993. Third-culture building: A paradigm shift for international and intercultural communication. Communication Yearbook, 16: 407–428.
Certo, S. T., Lester, R. H., Dalton, C. M., & Dalton, D. R. 2006. Top management teams, strategy and financial performance: A meta-analytic examination. Journal of Management Studies, 43 (4): 813–839.
Chapman, M., Gajewska-De Mattos, H., Clegg, J., & Buckley, P. J. 2008. Close neighbours and distant friends – perceptions of cultural distance. International Business Review, 17 (3): 217–234.
Chen, G. M., & Chung, J. 1994. The impact of Confucianism on organizational communication. Communication Quarterly, 42 (2): 93–105.
Chevrier, S., & Viegas-Pires, M. 2013. Delegating effectively across cultures. Journal of World Business, 48 (3): 431–439.
Chiu, C., Morris, M. W., Hong, Y., & Menon, T. 2000. Motivated cultural cognition: The impact of implicit cultural theories on dispositional attribution varies as a function of need for closure. Journal of Personality & Social Psychology, 78 (2): 247–259.
Cialdini, R. B. 2001. Influence: Science and practice, 4th edn. Boston, MA: Allyn & Bacon.
Cohen, D. 2001. Cultural variation: Considerations and implications. Psychological Bulletin, 127 (4): 451–471.
Coser, L. 1956. The functions of social conflict. New York: Free Press.
Dahlin, K. B., Weingart, L. R., & Hinds, P. J. 2005. Team diversity and information use. Academy of Management Journal, 48 (6): 1107–1123.
De Wit, F. R., Greer, L. L., & Jehn, K. A. 2012. The paradox of intragroup conflict: A meta-analysis. Journal of Applied Psychology, 97 (2): 360.
Denison, D. R., & Mishra, A. K. 1995. Toward a theory of organizational culture and effectiveness. Organization Science, 6 (2): 204–223.
Dorfman, P. W., & Howell, J. P. 1988. Dimensions of national culture and effective leadership patterns: Hofstede revisited. In E. G. McGoun (Ed), Advances in International Comparative Management. vol. 3. 127–149. Greenwich, CT: JAI Press.
Dorfman, P. W., Javidan, M., Hanges, P., Dastmalchian, A., & House, R. 2012. GLOBE: A twenty year journey into the intriguing world of culture and leadership. Journal of World Business, 47 (4): 504–518.
Earley, C. P., & Mosakowski, E. 2000. Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43 (1): 26–49.
Edwards, J. R., & Parry, M. E. 1993. On the use of polynomial regression equations as an alternative to difference scores in organizational research. Academy of Management Journal, 36 (6): 1577–1613.
Elron, E. 1997. Top management teams within multinational corporations: Effects of worker heterogeneity. Leadership Quarterly, 8 (4): 393–412.
Ely, R. J., & Thomas, D. A. 2001. Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly, 46 (2): 229–273.
Erez, M., & Gati, E. 2004. A dynamic, multi-level model of culture: From the micro level of the individual to the macro level of a global culture. Applied Psychology: An International Review, 53 (4): 583–598.
Fang, T. 2012. Yin and Yang: A new perspective on culture. Management and Organization Review, 8 (1): 25–50.
Fischer, R., & Portinga, Y. 2012. Are cultural values the same as the values of individuals? An examination of similarities in personal, social and cultural value structures. International Journal of Cross Cultural Management, 12 (2): 157–170.
Fu, P. P., & Tsui, A. S. 2003. Utilizing printed media to understand desired leadership attributes in the People's Republic of China. Asia Pacific Journal of Management, 20 (4): 423–446.
Gabrenya, Jr., W., & Smith, P. 2015. Project GLOBE for scientists and practitioners: Drawing clarity from controversy. In J. Wildman, & R. Griffith (Eds), Leading global teams 33–65. New York: Springer.
Gaur, A. S., & Lu, J. W. 2007. Ownership strategies and survival of foreign subsidiaries: Impacts of institutional distance and experience. Journal of Management, 33 (1): 84–110.
Gerhart, B. 2009. How much does national culture constrain organizational culture? Management and Organization Review, 5 (2): 241–259.
Gerhart, B., & Fang, M. 2005. National culture and human resource management: Assumptions and evidence. International Journal of Human Resource Management, 16 (6): 975–990.
Glaister, K. W., & Buckley, P. J. 1999. Performance relationships in UK international alliances. Management International Review, 39 (2): 123–148.
Goodman, P. S., Ravlin, E., & Schminke, M. 1987. Understanding groups in organizations. In B. M. Staw, & L. L. Cummings (Eds), Research in organizational behavior 121–173. San Francisco: Jossey-Bass.
Greve, P., Nielsen, S., & Ruigrok, W. 2009. Transcending borders with international top management teams: A study of European financial MNCs. European Management Journal, 27 (3): 213–224.
Harris, R. J., Schoen, L. M., & Hensley, D. 1992. A cross-cultural study of story memory. Journal of Cross-Cultural Psychology, 23 (2): 133–147.
Hofstede, G. 1989. Organising for cultural diversity. European Management Journal, 7 (4): 390–407.
House, R., Dorfman, P., Javidan, M., Hanges, P., & Sully de Luque, M. F. 2014. Strategic leadership across cultures: GLOBE study of CEO leadership behavior and effectiveness in 24 countries. Thousand Oaks, CA: Sage.
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. 2004. Culture, leadership, and organizations: The GLOBE study of 62 societies. Newbury Park, CA: Sage.
House, R., Javidan, M., Hanges, P., & Dorfman, P. 2002. Understanding cultures and implicit leadership theories across the globe: An introduction to Project GLOBE. Journal of World Business, 37 (1): 3–10.
Hui, H. C. 1990. Work attitudes, leadership styles, and managerial behaviors in different cultures. In R. W. Brislin (Ed), Applied cross-cultural psychology 186–208. Newbury Park, CA: Sage.
Hui, H. C., & Tan, C. K. 1996. Employee motivation and attitudes in the Chinese workforce. In M. H. Bond (Ed), Handbook of Chinese psychology 364–378. Hong Kong: Oxford University Press.
Hutzschenreuter, T., & Voll, J. C. 2008. Performance effects of “added cultural distance” in the path of international expansion: The case of German multinational enterprises. Journal of International Business Studies, 39 (1): 53–70.
Jehn, K. 1997. A qualitative analysis of conflict types and dimensions in organizational groups. Administrative Science Quarterly, 42 (3): 530–557.
Jiang, Y., Colakoglu, S., Lepak, D. P., Blasi, J. R., & Kruse, D. L. 2015. Involvement work systems and operational effectiveness: Exploring the moderating effect of national power distance. Journal of International Business Studies, 46 (3): 332–354.
Kim, K. Y., Pathak, S., & Werner, S. 2015. When do international human capital enhancing practices benefit the bottom line? An ability, motivation, and opportunity perspective. Journal of International Business Studies, 46 (7): 784–805.
Kirkman, B., Lowe, K., & Gibson, C. 2006. A quarter century of Culture's Consequences: A review of empirical research incorporating Hofstede's cultural values framework. Journal of International Business Studies, 37 (3): 285–320.
Kirkman, B. L., & Shapiro, D. L. 1997. The impact of cultural values on employee resistance to teams: Toward a model of globalized self-managing work team effectiveness. Academy of Management Review, 22 (3): 730–757.
Kitayama, S., & Uskul, A. 2011. Culture, mind, and the brain: Current evidence and future directions. Annual Review of Psychology, 62: 419–449.
Koch, B., & Koch, P. T. 2007. Collectivism, individualism, and outgroup cooperation in a segmented China. Asia Pacific Journal of Management, 24 (2): 207–225.
Kogut, B., & Singh, H. 1988. The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19 (3): 411–432.
Krone, K., & Steimel, S. 2013. Cooperative struggle: Re-framing intercultural conflict in the management of Sino–American joint ventures. Journal of International and Intercultural Communication, 6 (4): 259–279.
Kruglanski, A. E., & Webster, D. M. 1996. Motivated closing of the mind: “Seizing” and “freezing”. Psychological Review, 103 (2): 263–283.
Lau, I., Chiu, C., & Hong, Y. 2001. I know what you know: Assumptions about others’ knowledge and their effects on message construction. Social Cognition, 19 (6): 587–600.
Leung, K., & Morris, M. W. 2015. Values, schemas, and norms in the culture-behavior nexus: A situated dynamics framework. Journal of International Business Studies, 46 (9): 1028–1050.
Leung, K., & Tjosvold, D. 1998. Introduction: Conflict management in the Asia Pacific. In K. Leung, & D. Tjosvold (Eds), Conflict management in the Asia Pacific 1–23. Singapore: Wiley.
Li, J., Xin, K., Tsui, A., & Hambrick, D. 1999. Building effective international joint venture leadership teams in China. Journal of World Business, 34 (1): 52–68.
Lin, C. 2008. Demystifying the chameleonic nature of Chinese leadership. Journal of Leadership & Organizational Studies, 14 (4): 303.
Liu, L. A., Adair, W. L., & Bello, D. C. 2015. Fit, misfit, and beyond fit: Relational metaphors and semantic fit in international joint ventures. Journal of International Business Studies, 46 (7): 830–849.
Lu, L. 2002. The impact of cultural distance on the performance of international joint ventures. International Journal of Business and Strategy, 3 (1): 87–99.
Luo, Y., & Shenkar, O. 2006. The multinational corporation as a multilingual community: Language and organization in a global context. Journal of International Business Studies, 37 (3): 321–339.
Luo, Y., & Shenkar, O. 2011. Toward a perspective of cultural friction in international business. Journal of International Management, 17 (1): 1–14.
Merchant, H. 2000. Configurations of international joint ventures. Management International Review, 40 (2): 107–140.
Meyer, K. E., Wright, M., & Pruthi, S. 2009. Managing knowledge in foreign entry strategies: A resource-based analysis. Strategic Management Journal, 30 (5): 557–574.
Mitchell, W. 1991. Dual clocks: Entry order influences on incumbent and newcomer market share and survival when specialized assets retain their value. Strategic Management Journal, 12 (2): 85–100.
Morris, M. W., Leung, K., Ames, D., & Lickel, B. 1999. Views from inside and outside: Integrating emic and etic insights about culture and justice. Academy of Management Review, 24 (4): 781–796.
Neyer, A.-K., & Harzing, A.-W. 2008. The impact of culture on interactions: Five lessons learned from the European Commission. European Management Journal, 26 (5): 325–334.
Nielsen, S. 2010. Top management team diversity: A review of theories and methodologies. International Journal of Management Reviews, 12 (3): 301–316.
Orr, R. J., & Scott, W. R. 2008. Institutional exceptions on global projects: A process model. Journal of International Business Studies, 39 (4): 562–588.
Oyserman, D., Coon, H. M., & Kemmelmeier, M. 2002. Rethinking individualism and collectivism: Evaluation of theoretical assumptions and meta-analyses. Psychological Bulletin, 128 (1): 3–72.
Pan, Y., & Chi, P. S. K. 1999. Financial performance and survival of multinational corporations in China. Strategic Management Journal, 20 (4): 359–374.
Park, S. H., & Ungson, G. R. 1997. The effect of national culture, organizational complementarity, and economic motivation on joint venture dissolution. Academy of Management Journal, 40 (2): 279–307.
Parkhe, A. 1991. Interfirm diversity, organizational learning, and longevity in global strategic alliances. Journal of International Business Studies, 22 (4): 579–601.
Paul, D. L., & Wooster, R. B. 2008. Strategic investments by US firms in transition economies. Journal of International Business Studies, 39 (2): 249–266.
Peeters, C., Dehon, C., & Garcia-Prieto, P. 2015. The attention stimulus of cultural differences in global services sourcing. Journal of International Business Studies, 46 (2): 241–251.
Persson, B. N. J. 2000. Sliding friction: Physical principles and applications. New York: Springer.
Pothukuchi, V., Damanpour, F., Choi, J., Chen, C. C., & Park, S. H. 2002. National and organizational culture differences and international joint venture performance. Journal of International Business Studies, 33 (2): 243–266.
Randel, A. E., & Earley, P. C. 2009. Organizational culture and similarity among team members’ salience of multiple diversity characteristics. Journal of Applied Social Psychology, 39 (4): 804–833.
Redding, G. 1990. The spirit of Chinese capitalism. New York: Walter de Gruyter.
Redding, G., & Casey, T. 1976. Managerial beliefs among Asian managers. Academy of Management Proceeding (Meeting Abstract Supplement): 351–355.
Rodríguez, C. M. 2005. Emergence of a third culture: Shared leadership in international strategic alliances. International Marketing Review, 22 (1): 67–95.
Rodríguez, C. M., & Wilson, D. T. 2002. Relationship bonding and trust as a foundation for commitment in US–Mexican strategic alliances: A structural equation modeling approach. Journal of International Marketing, 10 (4): 53–76.
Rohan, M. J. 2000. A rose by any name? The values construct. Personality and Social Psychology Review, 4 (3): 255–277.
Sechrist, G. B., & Stangor, C. 2001. Perceived consensus influences intragroup behavior and stereotype accessibility. Journal of Personality and Social Psychology, 80 (4): 645–654.
Shenkar, O. 2001. Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences. Journal of International Business Studies, 32 (3): 519–535.
Shenkar, O. 2012. Beyond cultural distance: Switching to a friction lens in the study of cultural differences. Journal of International Business Studies, 43 (1): 12–17.
Shenkar, O., Luo, Y., & Yeheskel, O. 2008. From “distance” to “friction”: Substituting metaphors and redirecting intercultural research. The Academy of Management Review, 33 (4): 905–923.
Shenkar, O., & Zeira, Y. 1992. Role conflict and role ambiguity of CEOs in international joint ventures. Journal of International Business Studies, 23 (1): 55–75.
Smith, P. B., & Bond, M. 1993. Social psychology across cultures. Boston: Allyn & Bacon.
Smith, P. B., Wang, Z. M., & Leung, K. 1997. Leadership, decision-making and cultural context: Event management within Chinese joint ventures. The Leadership Quarterly, 8 (4): 413–431.
Song, X. M., DiBenedetto, C. A., & Zhao, Y. Z. L. 1999. Pioneering advantages in manufacturing and service industries: Empirical evidence from nine countries. Strategic Management Journal, 20 (9): 811–836.
Stahl, G. K., Maznevski, M., Voigt, A., & Jonsen, K. 2010. Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups. Journal of International Business Studies, 41 (4): 690–709.
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.
Suarez, F. F., & Lanzolla, G. 2007. The role of environmental dynamics in building a first mover advantage theory. The Academy of Management Review, 32 (2): 377–392.
Sui, S., & Baum, M. 2014. Internationalization strategy, firm resources and the survival of SMEs in the export market. Journal of International Business Studies, 45 (7): 821–841.
Tihanyi, L., Ellstrand, A. E., Daily, C. M., & Dalton, D. R. 2000. Composition of the top management team and firm international diversification. Journal of Management, 26 (6): 1157–1177.
Tjosvold, D. 2008. The conflict positive organization: It depends on us. Journal of Organizational Behavior, 29 (1): 19–28.
Tsui, A. S., Schoonhoven, C. B., Meyer, M. W., Lau, C. M., & Milkovich, G. T. 2004. Organization and management in the midst of societal transformation: The People’s Republic of China. Organization Science, 15 (2): 133–144.
Van de Vliert, E., & De Dreu, C. K. W. 1994. Optimizing performance by conflict stimulation. International Journal of Conflict Management, 5 (3): 211–222.
Van Vianen, A. E., De Pater, I. E., Kristof-Brown, A. L., & Johnson, E. C. 2004. Fitting in: Surface-and deep-level cultural differences and expatriates’ adjustment. Academy of Management Journal, 47 (5): 697–709.
Williams, D. W., & Grégoire, D. A. 2015. Seeking commonalities or avoiding differences? Re-conceptualizing distance and its effects on internationalization decisions. Journal of International Business Studies, 46 (3): 253–284.
Zaheer, S., Schomaker, M. S., & Nachum, L. 2012. Distance without direction: Restoring credibility to a much-loved construct. Journal of International Business Studies, 43 (1): 18–27.
Zeng, Y., Shenkar, O., Lee, S. H., & Song, S. 2013. Cultural differences, MNE learning abilities, and the effect of experience on subsidiary mortality in a dissimilar culture: Evidence from Korean MNEs. Journal of International Business Studies, 44 (1): 42–65.
Zhao, M., Park, S. H., & Zhou, N. 2014. MNC strategy and social adaptation in emerging markets. Journal of International Business Studies, 45 (7): 842–861.
Acknowledgements
This research was partially funded by a Fulbright Fellowship to the second author. The results reported in this article were initially presented at the International Association of Chinese Management Research Conference in Shanghai, China, 2010. We are indebted to three anonymous reviewers and to Editor David Thomas for their insights and suggestions during the review process.
Author information
Authors and Affiliations
Corresponding author
Additional information
Accepted by David C Thomas, Area Editor, 21 January 2016. This article has been with the authors for four revisions.
Rights and permissions
About this article
Cite this article
Koch, P., Koch, B., Menon, T. et al. Cultural friction in leadership beliefs and foreign-invested enterprise survival. J Int Bus Stud 47, 453–470 (2016). https://doi.org/10.1057/jibs.2016.16
Received:
Revised:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1057/jibs.2016.16