What Makes Management Style Similar and Distinct Across Borders? Growth, Experience and Culture in Korean and Japanese Firms
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Cited by:
- Toru Yoshikawa & Abdul A. Rasheed & Deepak K. Datta & Joseph Rosenstein, 2006. "Financial and product market integration: Responses of Japanese firms," Management International Review, Springer, vol. 46(5), pages 529-555, September.
- Ekin Alakent & Seung‐Hyun Lee, 2010. "Do Institutionalized Traditions Matter During Crisis? Employee Downsizing in Korean Manufacturing Organizations," Journal of Management Studies, Wiley Blackwell, vol. 47(3), pages 509-532, May.
- Andrey Mikhailitchenko & Sanjay Varshney, 2016. "SME Internationalization in Emerging Markets: Symbiotic vs. Commensal Pathways," Journal of Marketing and Consumer Behaviour in Emerging Markets, University of Warsaw, Faculty of Management, vol. 1(3), pages 4-19.
- Berthoin Antal, Ariane & Friedman, Victor, 2003. "Negotiating reality as an approach to intercultural competence," Discussion Papers, Research Unit: Innovation and Organization SP III 2003-101, WZB Berlin Social Science Center.
- Youngwoo Lee & Martin Hemmert, 2023. "Performance implications of combining innovation and internationalization for Korean small- and medium-sized manufacturing firms: an exploration–exploitation perspective," Asian Business & Management, Palgrave Macmillan, vol. 22(1), pages 1-25, February.
- Kim, Jae-jin & Hemmert, Martin, 2016. "What drives the export performance of small and medium-sized subcontracting firms? A study of Korean manufacturers," International Business Review, Elsevier, vol. 25(2), pages 511-521.
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