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Mutual Adjustment Processes in International Teams: Lessons for the Study of Expatriation
16 references·12 citing·35 second hop
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References

  • 1968The Discovery of Grounded Theory: Strategies for Qualitative Research.46,361 cited
  • 1968The Discovery of Grounded Theory; Strategies for Qualitative Research39,440 cited
  • 1992Basics of Qualitative Research: Grounded Theory Procedures and Techniques.29,249 cited
  • 2017The Discovery of Grounded Theory25,772 cited
  • 2004Case Study Research15,455 cited
  • 1948The Theory of Social and Economic Organization.11,300 cited
  • 1997Immigration, Acculturation, and Adaptation7,812 cited
  • 2009Managing Across Borders: The Transnational Solution4,102 cited
  • 1985The social constructionist movement in modern psychology.3,986 cited
  • 1991Toward a Comprehensive Model of International Adjustment: An Integration of Multiple Theoretical Perspectives1,873 cited
  • 1987Comparative Studies of Acculturative Stress1,719 cited
  • 1999Divergent Capitalisms: The Social Structuring and Change of Business Systems1,680 cited
  • 1999Divergent Capitalisms1,667 cited
  • 2000CREATING HYBRID TEAM CULTURES: AN EMPIRICAL TEST OF TRANSNATIONAL TEAM FUNCTIONING.1,285 cited
  • 1984A Theory of Work Role Transitions982 cited

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2004
A Dynamic, Multi‐Level Model of Culture: From the Micro Level of the Individual to the Macro Level of a Global Culture
557 cited

Cited by

  • 2010Cultural and societal influences on shared leadership in globally dispersed teams91 cited
  • 2010Interpersonal relationships in transnational, virtual teams: Towards a configurational perspective81 cited
  • 2020Cultural identity and its impact on today’s multicultural organizations58 cited
  • 2013A review of the relationships and impact of market orientation and market positioning on organisational performance39 cited
  • 2012Vicious and virtuous circles of offshoring attitudes and relational behaviours. A configurational study of German IT developers35 cited
  • 2011Work role and work adjustment in emerging markets26 cited
  • 2011Do emotions matter?20 cited
  • 2020Cross‐cultural leadership adjustment: A strategic analysis of expatriate leadership at a British multinational enterprise19 cited
  • 2017Modes of cross-cultural leadership adjustment: adapting leadership to meet local conditions and/or changing followers to match personal requirements?19 cited
  • 2022Cross-cultural leadership behavior adjustment and leader effectiveness: a framework and implications17 cited
  • 2015Expatriates’ willingness to adjust their symbolic leadership abroad. An analysis of how culture affects expatriates’ use of symbolic interaction17 cited
  • 2017Connecting Across Cultures: An Empirical Examination of Multicultural Individuals as Global Leaders11 cited