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U.S. Multinationals' Compensation Strategies for Local Management: Cross-Cultural Implications
0 references·16 citing·49 second hopsampled
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  • 1997TOWARD A STEWARDSHIP THEORY OF MANAGEMENT5,371 cited
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  • 2008National Culture and the Composition and Leadership Structure of Boards of Directors168 cited
  • 1999A Theory of Global Strategy and Firm Efficiencies: Considering the Effects of Cultural Diversity159 cited
  • 2000National Culture and Innovation: Implications for Locating Global R&D Operations1157 cited
  • 1995Managing in the International Context: Testing Cultural Generality of Sources of Commitment to Multinational Enterprises142 cited
  • 2005A critical examination of Hofstede's thesis and its application to international reward management102 cited
  • 1995Employee Compensation: Theory, Practice, and Evidence96 cited
  • 2006An empirical examination of reward preferences within and across national settings61 cited
  • 1994Managing people in Russia: Challenges for foreign investors57 cited
  • 2002Australian expatriates in Thailand: some insights for expatriate management policies53 cited
  • 2005A taxonomy of reward preference: Examining country differences51 cited
  • 2020Board tenure diversity, culture and firm risk: Cross-country evidence

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49 cited
  • 2022Moving Beyond Business as Usual Toward Regenerative Business Practice in Small and Medium-Sized Enterprises41 cited
  • 1997Global integration without expatriates37 cited