Introduction
When comparative management studies first emerged as a recognized discipline and body of research the implicit assumption often was that there were universal management styles and practices that could and should be transferred anywhere in the world. Inevitably these styles and practices were based upon US experiences since the United States played a dominant role in global trade and most of the research and commentary on the subject came from the United States. However, as time has gone by it has become clear that a manager from one country cannot assume that he or she will be able to seamlessly transfer and embed management styles, practices, processes, and expectations from his or her country ...
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