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dc.contributor.authorCamiah, N.
dc.contributor.authorHollinshead, Graham
dc.date.accessioned2008-10-24T09:05:12Z
dc.date.available2008-10-24T09:05:12Z
dc.date.issued2003
dc.identifier.citationCamiah , N & Hollinshead , G 2003 , ' Assessing the potential for effective cross-cultural working between “new” Russian managers and western expatriates ' , Journal of World Business , vol. 38 , no. 3 , pp. 245-261 . https://doi.org/10.1016/S1090-9516(03)00021-X
dc.identifier.issn1090-9516
dc.identifier.otherPURE: 79452
dc.identifier.otherPURE UUID: e5f45473-7d71-41c9-a45d-459879a52bca
dc.identifier.otherdspace: 2299/2465
dc.identifier.otherScopus: 0041707993
dc.identifier.urihttp://hdl.handle.net/2299/2465
dc.descriptionOriginal article can be found at: http://www.sciencedirect.com/science/journal/10909516 Copyright Elsevier Inc. DOI: 10.1016/S1090-9516(03)00021-X
dc.description.abstractThis article addresses the issue of relationship building between young Russian managers, and their expatriate counterparts from western countries. The paper constructs an argument as follows; Firstly, with reference to established paradigms in cultural theory, it identifies the breadth of the cultural chasm between „East‟ and „West‟. Second, implying a need for modification of „embedded‟ cultural concepts, it identifies new possibilities for cross- cultural synergy involving this new generation of international actors. Finally, through an attitude survey of Russian and Western cohorts based in Moscow, it is found that, although more positive forms of cross- cultural interaction are now apparent in Moscow, there is a need for both parties to "learn‟ and "unlearn‟ familiar management conceptions and misconceptions.en
dc.language.isoeng
dc.relation.ispartofJournal of World Business
dc.rightsOpen
dc.titleAssessing the potential for effective cross-cultural working between “new” Russian managers and western expatriatesen
dc.contributor.institutionHertfordshire Business School
dc.contributor.institutionDepartment of Management, Leadership and Organisation
dc.contributor.institutionSocial Sciences, Arts & Humanities Research Institute
dc.contributor.institutionCentre for Research on Management, Economy and Society
dc.contributor.institutionGlobal Economy and Business Research Unit
dc.contributor.institutionWork and Employment Research Unit
dc.description.statusPeer reviewed
dc.relation.schoolHertfordshire Business School
dcterms.dateAccepted2003
rioxxterms.versionofrecordhttps://doi.org/10.1016/S1090-9516(03)00021-X
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue
herts.rights.accesstypeOpen


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