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International compensation practices: a ten‐country comparative analysis

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References

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1996

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Managing cultural differences

140 cited

1983Cross-Cultural Management Research: The Ostrich and the Trend118 cited

Cited by

2008Cross Cultural Management Research95 cited
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2016The effect of human resource practices on perceived organizational support in the People’s Republic of China77 cited
2016What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-201473 cited
2014The power of support in high-risk countries: compensation and social support as antecedents of expatriate work attitudes71 cited
2005Performance pay in Canadian and Australian firms: a comparative study70 cited
2003International compensation: learning from how managers respond to variations in local host contexts69 cited
2006An empirical examination of reward preferences within and across national settings61 cited
2008Convergence and divergence issues in strategic management – Indonesia's experience with the Balanced Scorecard in HR management50 cited
2008Intrinsic motivation for an international assignment49 cited
2003Changes and continuities in South Korean HRM49 cited
2010Employee perceptions of repatriation in an emerging economy: The Indian experience46 cited
2007Strategic Issues and Local Constraints in Transnational Compensation Strategies:46 cited
2005Best practice or best fit? High involvement management and base pay practices in Canadian and Australian firms45 cited