Do organizations reflect national cultures? A 10-nation studyJan Pieter van Oudenhoven2001-01-01articleInternational Journal of Intercultural Relations131 citationsclosedNo readable copy stored yet — this record is metadata only.Global and Cross-Cultural ManagementCultural Differences and ValuesOrganizational Management and InnovationAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 131 citations exist upstream.References1992Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries2018Culture's Consequences1983THE GLOBALIZATION OF MARKETS1992The four elementary forms of sociality: Framework for a unified theory of social relations.1993Cultural constraints in management theories2015Culture and Social Behavior1996Review of Individualism and Collectivism: Theory, Method, and Applications.1994Research Note: Hofstede's Consequences: A Study of Reviews, Citations and ReplicationsCited by2010Performance-based vs socially supportive culture: A cross-national study of descriptive norms and entrepreneurship2006Hofstede, Schwartz, or managerial perceptions? The effects of different cultural distance measures on establishment mode choices by multinational enterprises2009Cultural distance, political risk, or governance quality? Towards a more accurate conceptualization and measurement of external uncertainty in foreign entry mode research2010A cultural explanation of the foreign bias in international asset allocation2006National cultural distance and initial foreign acquisition performance: The moderating effect of integration2007Are Hofstede's and Schwartz's value frameworks congruent?2005Why do national GAAP differ from IAS? The role of culture2008Do multinationals really prefer to enter culturally distant countries through greenfields rather than through acquisitions? The role of parent experience and subsidiary autonomy