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Cross-Cultural Performance Feedback in Multinational Enterprises: Opportunity for Organizational Learning
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  • 2011Online work: Managing conflict and emotions for performance in virtual teams108 cited
  • 2012Transformational leadership, team climate, and team performance within the NPD team: Evidence from China89 cited
  • 2013The Role of Knowledge Sharing on Organisational Innovation60 cited
  • 2007Towards defining leadership competence around the world: What mid-level managers need to know in twelve countries49 cited
  • 2020Intercultural Politeness49 cited
  • 2005A little about the mystery: process learning as collaboration evolves45 cited
  • 2017Innovative culture and professional skills36 cited
  • 2006Strategic Upstream and Downstream Considerations for Effective Global Performance Management35 cited
  • 2012Global Performance Management in MNEs—Conceptualization and Profiles of Country–Specific Characteristics in China, Germany, and the United States32 cited
  • 2012Global performance management systems: The role of trust as perceived by country managers26 cited
  • 2015International performance appraisal practices and approaches of South Korean MNEs in China22 cited
  • 2022Power distance diversification, ownership structure, and business group performance21 cited
  • 2014Measuring Communication Styles in the Malaysian Workplace: Instrument Development and Validation19 cited

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  • 2009Obfuscating the Obvious: Miscommunication Issues in the Interpretation of Common Terms12 cited
  • 2014Coaching Global Teams and Global Team Leaders5 cited
  • 2011The influence of national and organizational culture on the use of performance improvement interventions4 cited