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Confucius in Mexico: Korean MNCs and the maquiladoras
16 references·2 citing·34 second hop
Confucius in Mexico: Korean MNCs and the maquiladoras (1998)Confucius in Mexico: Korean MNCs and the …Strategic international human resource management approaches in the maquiladora industry: a comparison of Japanese, Korean and US firms (1995)Strategic international human…Thinking of a plant in Mexico? (1994)Thinking of a plant in Mexico?Mexico's maquiladora industry: Where strategic human resource management makes a difference (1992)Mexico's maquiladora industry…The Chaebǒl: Korea’s New Industrial Might (1991)The Chaebǒl: Korea’s New Indu…Cultural roots of economic performance: A research noteA (1991)Cultural roots of economic pe…Human resource development in Japanese companies (1990)Human resource development in…Management in Two Cultures: Bridging the Gap Between U.S. and Mexican Managers (1988)Management in Two Cultures: B…Management Style and Practice of Korean Chaebols (1987)Management Style and Practice…Transferability of Japanese Human Resource Management Abroad (1986)Transferability of Japanese H…Kaisha: The Japanese Corporation. (1986)Kaisha: The Japanese Corporat…Kaisha: the japanese corporation (1986)Kaisha: the japanese corporat…From the Atlantic to the Pacific Century: Cross-Cultural Management Reviewed (1986)From the Atlantic to the Paci…Good Neighbors: Communicating With the Mexicans (1985)Good Neighbors: Communicating…Culture's Consequences: International Differences in Work-Related Values. (1983)Culture's Consequences: Inter…Culture's Consequences: International Differences in Work-Related Values. (1983)Culture's Consequences: Inter…Theory Z: How American Business Can Meet the Japanese Challenge (1982)Theory Z: How American Busine…Assumptions in Korean organizations and their implications in a cross-cultural setting (2009)Assumptions in Korean organiz…Effective leadership in the Mexican maquiladora: challenging common expectations (2003)Effective leadership in the M…Culture's Consequences: International Differences in Work-Related Values (1981)The Competitive Advantage of Nations (1990)The Competitive Advantage of Nations (1991)ROLE CONFLICT, AMBIGUITY, AND OVERLOAD: A 21-NATION STUDY. (1995)Taking Stock in Our Progress on Individualism-Collectivism: 100 Years of Solidarity and Community (1998)A Critique of Hofstede’s Fifth National Culture Dimension (2003)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Parochial Dinosaur: Organizational Science in a Global Context (1991)Measuring the Degree of Internationalization of a Firm (1994)Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE (2002)Under Japanese Management: The Experience of British Workers (1983)Recent Developments in International Management Research (1990)International human resource policies and practices in japanese, european, and united states multinationals (1994)Relevance of Baldrige constructs in an international context: A study of national culture (2005)Preferred Styles of Conflict Resolution (1997)THE IMPACT OF COLLECTIVISM AND IN-GROUP/OUT-GROUP MEMBERSHIP ON THE EVALUATION GENEROSITY OF TEAM MEMBERS. (2000)e‐HRM in Mexico: adapting innovations for global competitiveness (2007)Social Identity Theory and the Organization (1989)Gender and leadership style: A meta-analysis. (1990)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)An Economic Approach to Influence Activities in Organizations (1988)East Asian latecomer firms: Learning the technology of electronics (1995)Ownership strategy of Japanese firms: transactional, institutional, and experience influences (1999)Culture and the Self: Implications for Cognition, Emotion, and Motivation (1991)Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries (1992)The weirdest people in the world? (2010)Market, Culture, and Authority: A Comparative Analysis of Management and Organization in the Far East (1988)First-Mover Advantage: A Synthesis, Conceptual Framework, and Research Propositions (1992)Beyond Seniority-Based Systems: A Paradigm Shift in Korean HRM? (1997)The Emergence of Business Groups: Israel and South Korea Compared (2002)The role of family conglomerates in emerging markets: What Western companies should know (2003)Understanding the Influence of National Culture on the Development of Trust (1998)Hofstede's model of national cultural differences and their consequences: A triumph of faith - a failure of analysis (2002)COVID-19 and the workplace: Implications, issues, and insights for future research and action. (2020)
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References

  • 1983Culture's Consequences: International Differences in Work-Related Values.15,062 cited
  • 1983Culture's Consequences: International Differences in Work-Related Values.3,741 cited
  • 1982Theory Z: How American Business Can Meet the Japanese Challenge1,697 cited
  • 1986Kaisha: The Japanese Corporation.534 cited
  • 1991Cultural roots of economic performance: A research noteA517 cited
  • 1986Kaisha: the japanese corporation509 cited
  • 1986From the Atlantic to the Pacific Century: Cross-Cultural Management Reviewed373 cited
  • 1991The Chaebǒl: Korea’s New Industrial Might137 cited
  • 1986Transferability of Japanese Human Resource Management Abroad123 cited
  • 1988Management in Two Cultures: Bridging the Gap Between U.S. and Mexican Managers104 cited
  • 1987Management Style and Practice of Korean Chaebols94 cited
  • 1992Mexico's maquiladora industry: Where strategic human resource management makes a difference61 cited
  • 1985Good Neighbors: Communicating With the Mexicans55 cited
  • 1994Thinking of a plant in Mexico?50 cited
  • 1990Human resource development in Japanese companies41 cited

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1995
Strategic international human resource management approaches in the maquiladora industry: a comparison of Japanese, Korean and US firms
31 cited

Cited by

  • 2003Effective leadership in the Mexican maquiladora: challenging common expectations22 cited
  • 2009Assumptions in Korean organizations and their implications in a cross-cultural setting20 cited