International Management: Strategy and Culture in the Emerging World - Assignment Example

International Business Question Part A Introduction In the first quarter of Taiwan registered a growth rate of 0.27%as compared to the previous quarter which was in 2013. The average GDP growth rate in Taiwan is 1.35% since the year 1981. These figures show that Taiwan is among the fastest growing developed economies in the world. However, this had slowed down as compared to 1990s when the country had an average GDP expansion of 5.64%, the drop is attributed to economies of scale and the laws of diminishing returns. Taiwan encompasses among many factors that place it on the competitive radar in the world. Situated off the coast of china, Taiwan engages mainly in the supply of computer chips, LCD panels, DRAM Computer memory, networking equipments and general consumer electronics. Although its textile market is crumpling, it has been recognized one of the major exporters of textile products in the world. Such wide varieties of products place the country in a very appropriate position towards global competition. Despite the intense competition which is advanced by countries like China, US and France in electronics production. Taiwan leads in the market, however, with a small margin. Very many international companies have identified the Taiwanese market as a very ideal platform to do business; this is because of the numerous steps the government has undertaken to ensure that it provides the best business environment in the region. According to reports, there is an indication that Taiwan has achieved a huge cluster of multinational companies in the country over the last three years. Factors leading to numerous companies setting their operations in the country include favorable policies and government regulations, employment index in the country, stability in both political and economic domains and an amicable government support. Description of Taiwan using Porters Diamond Model The porter diamond model stresses the determinants of national advantage, and it concentrates on four country specific determinants and an additional of two external variables, about a specific country. The four internal factors and the two external variables interact in the diamond of competitive advantage taking into perspective the type and quality of the interactions that take place (Hill & Jones, 2010) The basic four determinants of a nation depict the environment in which the domestic market is formed on and the way the local firms compete and promote the creation of competitive conditions in the market. The four determinants of the model are:- Diagram of Porter model representation Factor conditions It encompasses the nations factors of production that include. The natural resources and the underlying factors which are created for instance quantity, skills and the associated costs of the personnels, abundance of resources, quality, accessibility and the resultant costs of the physical resources which characterize a country. Others are the nations stock; amount of capital resources in the various sectors especially the finance and banking sectors and the quality of the countrys infrastructure. A close observation of the Taiwanese economy will depict that just like other developed countries in the region; its economy is characterized by a number of the above factors. Education one of the sectors that have been praised in Taiwan; it is due to its high performances that this education system been approved by a number of other regional countries especially the MENA countries (Hargroves & Smith, 2006; p. 6). Taiwan banking sector has undergone a transformation over time because of the need to have high levels of functionalities. The government has done tremendous changes in the country that have depicted that the country can indeed achieve more than it has. The fact that in a decade ago Taiwan was considered as a third world country postulates the immense steps the government has undertaken to ensure that it culminates its resources towards sustainability and growth (Greco et al, 2007; 3). Demand conditions These points at the levels of the international and domestic demands of the countrys products; Porter depicts that growth is enhanced by the levels of a countrys production and how effective they meet the market demands. Taiwan majorly indulges in the production of electronic components. China and Japan which are the major competitors in the international market, Taiwanese products are considered relatively cheap and more durable than of the other two countries. Quality and effectiveness is what has been the competitive advantage of Taiwan, this explains the tremendous growth the country has observed over time. External factors External markets are the most significant factors which have steered the country to the next levels. For instance according to statistics 69% of the products produced in Taiwan are exported to Middle East and Africa who are the major consumers of the products. In addition, the domestic market mainly acts as a buffer in the country. It is because the chief exports of Taiwan cannot completely be consumed in the country, however; the domestic market comprises of approximately 22% of the consumption rates. They also denote barriers to entry to the market. Related and supporting industries According to Porter, presences of other industries that complete the chain of production in a country hasten its growth as compared to those countries without such industries. According to a report conducted on the cluster of companies in Taiwan, it is evident that Taiwan encompasses a number of varied companies operating under numerous platforms. Presence of related supporting industries has impacted positively in the following ways: the downstream industries have benefited immensely from the cheap raw materials they get accessibility to products and the allowance to share resources for those complementary industries in the market. Proper coordination among the large and small industries is a key factor to GDP expansion; it is because both the two types of industries play a key role in the contribution of the GDP variables in the economy (Ahlstrom & Bruton, 2010). Firm strategy and structure of rivalry Competition is a very important aspect in the market without which there will be extensive exploitation aspects to the consumers. Competition shapes the way companies render their services and product development. Thus in a competitive environment like the Taiwanese economy companies must pull up their efforts to ensure that they are the best both nationally and internationally. The trade regulatory board in Taiwan has made sure that any bottlenecks that may exist in the market are cleared off to ensure that it is free and fair. Mandates have been offered to the governance in each sector to ensure that companies operate with freedom but still under the direct influence of the law. It is to mean that no company shall undertake illegal activities and claim that freedom of trade is guaranteed by the law. The trade laws however are not infringing, and they offer companies a free platform of ensuring consumer satisfaction and quality production. The jurisprudence of this freedom can only be curtailed under the provisions stated in the law. For instance, if the company responsibility is questionable and harmful to the direct environment within which it operates the freedom of operation in this case will be nullified. Another factor to consider under this condition is the motivation aspects. How the various companies in the country are motivated to produce more or attain high service provision standards. Although this remains to be the subject of debate, presently the Taiwanese government has availed subsidies on the most critical productions in the economy; this includes substances like food production and textile processing. This is to revive those sectors that are crumpling each passing day. Another important incentive given by the country is tax exemption, some sectors are not taxed, and the main reason is to encourage such sectors to produce quality products at the lowest possible costs. According to Porter the external factors influencing the competitiveness of Taiwan include. The role of chance, this is caused by the external political conditions, wars, the economic conditions in other countries, innovations and inventions, input costs and many other factors that although occurring outside the economy of the country they affect its growth and development. The Euro crisis and the 1991 oil crisis in the Middle East are some of the most influencing factors the Taiwanese economy experienced in the recent past. Trade was affected immensely and with the reduction of exports, the national GDP dropped in those years. Another factor is the various roles the government plays in the establishment of a serene business environment. They include subsidies, taxes, policies and regulations, the purchase of goods and services, government spending and the quality standards set by the government among other direct factors that stipulate the operating environment. Taiwan has stipulated a very high quality standard on its products. As compared to other nations in the MENA, Taiwan ranks first as the best when it comes to quality productions. Part B Clusters and competitive advantages Geographical concentration of interconnected businesses is a trend in many countries in the 21st century. Clusters are recognized as new approaches towards competitive strategies. As much as the old applicability of this aspect is dwindling, it has paved way for a new approach which brings a new perception about competition. Governments across the world have comprehended the need for clustering their economies. According to many, it strengthens the internal; market and protects the needs for a cohesive platform which allows the different sectors of the country to communicate efficiently. What are clusters? This concept dates back to the 1890s when Marshall in his assessment depicted the externalities of specialized industrial locations in his book principles of economics. Hence, a cluster can be described as a geographical proximate group of interconnected companies bound by a common need and associated to a given field of practice (Macgregor, 2007). The interconnection can range from the region, state and sometimes even city and pour out to other neighboring countries. Clustering is mostly undertaken by companies as a protective and operative measure. For instance, companies in the cluster will enjoy easier access to the market, reduced competition, cheap operating costs and many other advantages which can be attached to the relationships created by the companies (Karlsson, 2008). Cases of more than single industries cluster has been identified as the best approach in the market, it comprises of an array of industries linked to other entities that are important in competition. It includes, for instance, suppliers of specialized goods, service providers and other stakeholders who may hold significant value in the market. Companies producing machinery, technologies and services, may form a cluster through which they correlate and ensure that their operations in the market are at the peak. Some of the notable clusters include institutions that provide specialized training, education and information dissemination technologies. However 75% of clusters in the world encompass trade associations and collaborations among many companies with the same objective of maximizing their profits under collaborative endeavors. Some of the most common clusters exhibited in the country include those of the oil producing companies and mining industries. These organizations portray the most significant role in harmonizing their production endeavors. This has become a very important tool and places them in a competitive edge, in the market. However, these associations are only approved as clusters if the companies depicted have a particular local presence in the country. Otherwise, it will be an oligopoly market. The diagram below illustrates a cluster market scenario which is commonly depicted (Cooke & Lazzeretti, 2008). Drawing up cluster boundaries requires a particular process which needs to take into consideration a number of factors that each industry in the market plays. It will weigh the externalities and the complementariness which play a significant role in ensuring that a particular role or function is attained. A manufacturing industry depicts a wide boundary simply because a manufacturing sector involves many participants; textile, food, glass, and even processing, the clustering in this case is wide as compared to those sectors that have a narrow span of companies in them as telecommunication industries (Throsby, 2010). Why use clusters As compared to the traditional groupings as companies, SIC codes and sectors, the cluster system is better streamlined to the nature of competition and appropriate government roles in the various economies. Clusters typically are broader than the traditional industry concept hence it can capture significant linkages that can be established and associated complementariness and the level of spillovers in technology, skills, marketing, crucial information and the industries themselves. Such information aids the creation of a possible rationale that will depict the actions and the role of the government in undertaking their obligations. Connections established under clusters are very important to ascertain the competitive advantages that are attributed to a given economy. It also shapes the direction of the pace of new business establishments and formation taking into perspective the innovation degree in each sector; it is almost impossible to attain this in a traditional categorization. Most of the companies in a cluster do not compete directly rather they serve different industry segments; they share numerous opportunities, needs, constraints and obstacles which are as trued to productivity. Clusters also provide a platform where companies can easily negotiate their grievances to each other or to the government. For instance let say that the government wanted to hike the tax rates in the country on a number of commodities. Through the created cluster, companies can come forward and deliver their perception on the matter. Clustering works as a form of a union. It is through this that more persuasive approach can be garnered (Barro & Sala-I-Martin, 2003). Companies in a cluster improve the chances of their survival in the market and how effective they can be in the long run. It is because; clusters bring a sense of belonging among the companies. Unlike the old method of grouping that emphasized the use of sectors, the clustering approach does not have to include companies from the same line of production. They have a varied class of composition; this makes interdependence among them very easy and helpful in the activities they undertake. Clusters encourage spillovers of variables in the economy; this in turn means that resources will be abundant in that economy. For instance, workforce availability will not be a problem if clustering is to happen, it is because if a given company in the cluster uses a given line of skills than the same skills can applicable to another company in the same cluster although pursuing a different production technique: it is because they share a common, process of functionalities (EUmeeting on Evolutionary Economics, & Frenken, 2007). If the world was to be viewed as a narrower scope of industries and sectors, then our economies will be galvanized by heavy taxations and subsidies which bring about irregularity in the economy. Clustering is a basic unit that will be able to bring about equality in operations and regulations carried by the government (Acemoglu, 2009; p. 4). Developing nations exhibit economies hailed by sectors and industries; this allows most of the particular industries and sectors to be subjected to unfair and regulations. For instance, the Tobacco industry in the recent past has been under threat in many African countries. It is viewed as a major health concern to allow tobacco products be sold to the market. It has led to heavily taxation and deprivation of some of the most important privileges as advertising. If in such economies clustering were to be a major concern for the governments, such stipulations will not be undertaken since the cluster group will take the responsibility of ensuring that such factors like taxes and exemptions do not hinder the productions of the associated companies (Pitelis et al, 2006). Clusters and competitive advantages Clusters influence competition in three broad spectrums: increase of productivity of the constituent firms, increase in capacity for innovation and growth and stimulation of new business formation that will allow the expansion of the cluster. It can be also said that many clusters accrue their advantages to external economies across firms, industries and institutions of various sorts. The three broad influences of a cluster depend on the extent of personal relationships, communication, networking and the general levels of associations that can be established in the cluster (DemirgüÇ-Kunt, 2001; 89). Cluster and productivity A major component which can be attributed to production in a cluster is the economies of agglomeration. It depicts that a cost minimization is due to the proximity to inputs and the markets. However, in the 21st century this argument fails to apply because globalization of markets is taking shape and the impact of technology among other factors like, mobility, supply sources, transportation and communication costs which have experienced tremendous changes in the digital age (Soubbotina, 2004). The nature of agglomeration economies has taken a different dimension towards the cluster level. Significance from a cluster and skewed towards productivity are analyzed below:- Access to specialized resources A location within a given cluster can produce a superior product at a cheaper cost as compared to resorting to an outside supplier (Rodrik, 2003). Access to information Extensive instances of information can be easily retrieved from a cluster as compared to other information providers in the economy. It ensures that a particular company within a cluster to access the information at lowest possible costs, however, at times it could be free. Complementariness Acquisition is not always the ideal platform of cost minimization, thus through a cluster an organization can be able to utilize those given resources which other members of the cluster use. It makes it achieve high productivity because the resources are always available. Marketing Clusters allow for the existence of joint markets in the economy, this in turn aid them to share costs in advertising and take advantage of each others influence on the market. It is an instance of mutual coordination. Other important contributions include; performance incentives and access to equipment and activities (Mccann, 2013; p. 344). Cluster and innovations Firms in a cluster benefit more from innovation and the expertise they share on a particular field. Innovation has been one of the significant factors that have compelled the formation of clusters this is because a sole industry will not be able to come up with effective techniques to combat the ever changing situations in the market. Market trends include employee change of behavior, technological advancements, customer switching demands and the quality of product creation. Thus, in cluster firms will be able to share the necessary information on the general conditions of the market. They will be able to jointly observe the consumer demands and the technological advancement. Each of the firm then will come up with its own suggestions on how to combat the problem at hand. The best techniques are then incorporated in the cluster. It is like a pool of professionals who want to come up with a new platform which will serve efficacy and effectiveness (European Meeting on Applied Evolutionary Economics, & Frenken, 2007). Clusters and new business formation Numbers of Businesses established from a cluster are on the rise in the world, this is because of the ease associated with a cluster formation than an independent formation. Some of the aspects that draw up the formation of new businesses in the cluster include: there is a better information platform about the existence of opportunities in the market from a cluster. Information in a cluster is easily shared and hence making many investors wants to join a cluster. Secondly, the fact that resources can be shared in a cluster makes the initial capital of an establishment of a company in a cluster an easier approach. Lastly, cluster encompasses an aspect of coordination that to a higher degree influences those who may want to join the cluster with new business ideas. The role played by a cluster in ensuring the emergence of new business is huge and encompasses many attributes on the economy; it is the sole reason that many countries like Taiwan are streamlining their rules to accommodate cluster creation. How managers can use clusters to their advantages Managers can use clusters as a yardstick in competition. Reports have indicated that those companies bound within a cluster stay more competitive as compared to those who hail in isolation. Clusters also are very influential when it comes to policy formulation and standard settings. A company in a cluster is assured that the intended policies will be able to govern equally on all spectrums of operations in the country. Thus, managers should use clusters to come up with frameworks that will facilitate production (Brakman et al, 2001; p. 56). Another component that managers in clusters should emphasize on is the fact that clusters are a basis of innovation trends in the economy. Taking advantage of the existence of cluster managers can be able to come up with projects that will work to the common good of the entire economy. It may touch on economic development, technological development or structural development all of which are the main challenges facing companies in the 21st century. Further clusters can be used as a means through which communication enhancement can be undertaken. Communication in a cluster takes the form of sender-receiver-sender. It means that the information has to go through a full cycle in a cluster that is not the case in isolation. Taking advantage of such communication paths a company can be able to come up with techniques that will ensure customers at the end of the chain are satisfied (Tassier, 2013). Conclusion It is apparent that the economy is a large agglomeration of numerous underlying factors. Some of the variables of the economy. At the beginning of the paper, I analyzed the major concepts or variables that affect a countrys performance using Taiwan as a case study. According to the depicted Porter model, it is evident that many of the economic variables associated with competitiveness include demand of the countrys products, strategies undertaken by the country, factor conditions and the related industries in the market. Lastly, I depicted the importance of clustering in a given economy whereby a cluster is described as an interconnection between different companies in the market with a common aim. Clustering is associated with numerous advantages which can be broken into three categories: productivity, innovations and business formation (Boschma et al, 2005). Finally a countries performance is measured by the levels of the GDP, if the GDP growth is low, it will mean that the country is not exploiting all its resources to its advantage if on the other hand it exhibits a growth in GDP for a given duration of time then it operating at full capacity and exploitation of resources is effective. However, many factors stimulate the way resource exploitation in the country will take place his includes the companies and the government’s approach towards development. References Acemoglu, D. 2009. Introduction to Modern Economic Growth. Princeton, Princeton University Press. Http://Public.Eblib.Com/Eblpublic/Publicview.Do?Ptiid=729936. Ahlstrom, D., & Bruton, G. D. 2010. International Management: Strategy and Culture In The Emerging World. Australia, South-Western Cengage Learning. Barro, R. J., & Sala-I-Martin, X. 2003. Economic Growth. Cambridge, Mass, Mit Press. Boschma, R. A., Kloosterman, R., & Lambooy, J. G. 2005. Learning From Clusters a Critical Assessment froman Economic-Geographical Perspective. Dordrecht, Netherlands, Springer. Http://Public.Eblib.Com/Eblpublic/Publicview.Do?Ptiid=303352. Brakman, S., Marrewijk, C. V., & Garretsen, H. 2001. An Introduction to Geographical Economic. Cambridge, Cambridge University Press. Cooke, P., & Lazzeretti, L. 2008. Creative Cities, Cultural Clusters And Local Economic Development. Cheltenham, Glos, UK, Edward Elgar. Http://Site.Ebrary.Com/Id/10310458. DemirgüÇ-Kunt, A. 2001. Financial Structure and Economic Growth: A Cross-Country Comparison of Banks, Markets, and Development. Cambridge, Mass. [U.A.], Mit Press. European Meeting on Applied Evolutionary Economics, & Frenken, K. 2007. Applied Evolutionary Economics and Economic Geography. Cheltenham, UK, Edward Elgar. Http://Search.Ebscohost.Com/Login.Aspx?Direct=True&Scope=Site&Db=Nlebk&Db=Nlabk&An=198767. Greco, A. N., Rodríguez, C. E., & Wharton, R. M. 2007. The Culture and Commerce Of Publishing In the 21st Century. Stanford, Calif, Stanford Business Books. Hargroves, K., & Smith, M. H. 2006. The Natural Advantage of Nations Business Opportunities, Innovations and Governance inthe 21st Century. London, Earthscan. Http://Public.Eblib.Com/Eblpublic/Publicview.Do?Ptiid=430047. Hill, C. W. L., & Jones, G. R. 2010. Strategic Management Theory: An Integrated Approach. Boston, Ma, Houghton Mifflin. Karlsson, C. 2008. Handbook of Research on Cluster Theory. Cheltenham, Edward Elgar Pub. Http://Public.Eblib.Com/Eblpublic/Publicview.Do?Ptiid=355827. Mccann, P. 2013. Modern Urban and Regional Economics.n.p Macgregor, R. C. 2007. Small Business Clustering Technologies: Applications in Marketing, Management, It and Economics. Hershey, Pa. [U.A.], Idea Group Publ. Pitelis, C., Sugden, R., & Wilson, J. R. 2006. Clusters and Globalization the Development Of Urban and Regional Economies. Cheltenham, Edward Elgar Pub. Http://Public.Eblib.Com/Eblpublic/Publicview.Do?Ptiid=256800. Rodrik, D. 2003. In Search Of Prosperity: Analytic Narratives On Economic Growth. Princeton (New Jersey), Princeton University Press. Soubbotina, T. P. 2004. Beyond Economic Growth an Introduction to Sustainable Development. Washington, D.C., World Bank. Tassier, T. 2013. The Economics of Epidemiology.n.p Throsby, C. D. 2010. The Economics of Cultural Policy. Cambridge, Cambridge University Press. Question 2 Introduction Management is a very crucial factor in a company without which the normal operations will come to a halt. It is the same way depicting that a blind man can cross the road without somebody leading him. Thus a manager engages the rest of the staff in making sure that the company attains its set objectives and goals. There are numerous chances which have happened in the management field; among them is the need for cross-cultural management techniques that simply implies that a manger ought to know how to deal with people from all walks of life without difficulties. In this paper am going to illustrate the importance of cross-cultural management in the 21st century and how management ought to grasp the knowledge. Cross-cultural management Globalization has brought about a number of changes in which governance and productivity relate in an organization. There has been a need to focus on the impacts cultural diversity brings on a particular organization (Singh, 2012). Culture in the 21st century is being conceptualized and measured on a case in terms of values and concepts aggregated to particular nations. Numerous researches have been done on the effects cultural values have on management practices in the society, neglecting the relationship this may have to the performance of the organization. Numerous researches done on this subject have led to conclusions on the effects of cross-cultural management on the performance of an organization. Recent decades have been welcomed by immigration trends and the creation of treaties that call for the need of cross-cultural management. Countries like US, China, Australia and Britain which held among the largest immigration records are currently recognizing the need for cross-cultural research on management practices (Westwood & Jack, 2006). The persistence of cultural differences in the society Management is a critical role that an individual can undertake, the task becomes more complicated if the people managed are from different cultures in the world. Globalization is here with us and companies ought to streamline their resources to accommodate the impacts the process may bring in the operations of the companies. One very significant factor to note is that, in the early 18th centuries, the world was galvanized by immense migratory behaviors. For instance, the US, is comprised of 30% of immigrants who up to date are still flooding the country. These immigrants will in the long run be absorbed by the different companies who need their services. It will be almost impossible to manage such people if management does not take into considerations the difference in cultures exhibited by the employees; thus, this necessitates the importance of cross-cultural management technique (Holden, 2002). Continued growth of companies Acompany in China builds a branch in Germany; these are two different races and cultures which need to co-exist. Cross-cultural management has been attributed to the coherence that can be depicted by two different cultures (Renn, 2000). It involves the study of each culture and coming up with the best technique to solve problems of a company. Cultural diversity can be an impediment to organizational performance if poorly addressed; there should be a need to integrate different personalities in an organization. If, however, effectively applied cultural diversity can be an asset to the company that adopts it. It is because each of the individuals in the company comes up with their own skills and different techniques of problem recognition and solving approaches. If a combination is done then the resultant effect is positive and advantageous to the company (Primecz et al, 2011). Harmonization As much as cultural diversification is advocated for tin the society, cultural differences can turn out to be detrimental to the organization. For instance take the case of Microsoft Company. This company produces products to suit its worldwide markets; this is a very important technique as it encompasses the recognition of the major cultures which exist in the society. Management ought to comprehend that the best results are not achieved under a given culture rather globalization should be the key to coming up with huge market capacities. It will be futile for Microsoft products to be just used in English related nations as compared to other countries, it will depict that the company will not be operating at the highest possible threshold supposed (Hutchings & De Cieri, 2007). It is imperative to note that cultural diversity is very important to management and the degree of their control of the processes of the company. Failure of management to attribute cultural concerns will lead to demoralization of a given segment of the employees in the company this in turn will boil down to poor performance scales. A manager has to be at the fore to propagate for equity in the company. To attain this manager must always encompass background knowledge in cross-cultural management. Thus, it is to mean that cross-cultural management is an important tool in companies today (Pauleen, 2007). Many companies in the present era have resented to cross-cultural training because of the environment that has been stipulated by cultural diversity. Companies like IBM since the 1960s have engaged their workforce to learn about cross-cultural management. However, in presently there are a number of companies that are offering these services as a program, this depicts that the topic is of immense importance in attaining organizational goals and objectives. On most occasions, organizational goals are skewed towards expansion and profit maximization. However, this may never be achieved if disparity exists in the organization setup. To abolish any instances of discrepancies on human relation in the organization, there is a great need for management to undertake cross-cultural trainings (Punnett & Shenkar, 2004). How will an English speaking manager know that the French speaking employee is discontented with some activities in the company? The manager should be able to recognize a number of factors in the workplace and directly confirm from their employees on any given problem that may arise. However, this is never achievable if the manager does not hold any background knowledge on cross-cultural management. The overall importance accrued to the research on cross-cultural management is deserved because of the changes in the society where workers from different origins work together and co-exist without any problems. Conclusion Cross-cultural management has been illustrated as a new trend in the market whereby managers have to learn on how they handle their employees from different cultures. The main reasons attributed to cross-cultural management trainings are the need for companies to expand to other territories hence ensuing growth and market capacity composition. It will be very hard for a given organization to grow if it does not take into consideration the need to recognize cultural diversity in the economy. Immigration and globalization are big contributors of cultural diversity. Finally, management diversity is a new trend among the management teams in the world, a manager has to be able to comprehend a number of activities even though they are not directly related with the duties they performance. Thus for managers to be diversified they ought to embrace change. References list Holden, N. 2002. Cross-Cultural Management: A Knowledge Management Perspective. Harlow [U.A.], Financial Times/Prentice Hall. Hutchings, K., & De Cieri, H. 2007. International Human Resource Management: From Cross- Cultural Management to Managing a Diverse Workforce. Aldershot, Ashgate. Pauleen, D. J. 2007. Cross-Cultural Perspectives on Knowledge Management. Westport, Connecticut, Libraries Unlimited. Primecz, H., Romani, L., & Sackmann, S. 2011. Cross-Cultural Management in Practice Culture and Negotiated Meanings. Cheltenham, Edward Elgar. Punnett, B. J., & Shenkar, O. 2004. Handbook for International Management Research. Ann Arbor, Mich, Univ. Of Michigan Press. Renn, O. 2000. Cross-Cultural Risk Perception: A Survey of Empirical Studies. Dordrecht [U.A.], Kluwer. Singh, N. K. 2012. Eastern and Cross Cultural Management. India, Springer India. Westwood, R. I., & Jack, G. 2006. International and Cross-Cultural Management Studies: A Post-Colonial Reading. Basingstoke, Palgrave Macmillan. Http://Site.Ebrary.Com/Id/10521154. Read More