Management Research, International Business, and National Culture

Sunil Venaik is Associate Professor of International Business at the University of Queensland Business School. He is recognised as one of the top one percent of international business researchers worldwide in the last 50 years, based on his research publications in the Journal of International Business Studies. He is a graduate of the Indian Institute of Technology Kharagpur, the Indian Institute of Management Ahmedabad, and the Australian Graduate School of Management.Paul Brewer is an Honorary Senior Research Fellow at the UQ Business School, University of Queensland. He worked for 15 years as an academic and prior to that he was employed by the Australian Trade Commission, including as an Australian Trade Commissioner. He has lived and worked in Asia, the Americas, the Middle East, and the Pacific. He has a BEc (ANU), MBA (UQ), and a PhD in management from the University of Queensland.David Midgley is Emeritus Professor of Marketing at INSEAD, Fontainebleau, France. His principal areas of research are innovation, strategy, and international business. David is a graduate of the Universities of Salford and Bradford in the UK and has held positions at the Australian Graduate School of Management, the University of California, the University of Pennsylvania, and Stanford University.

"In the field of business and management, culture has been a key part of international comparisons for the last half century and has added much to our knowledge of cross-national differences and similarities. This book brings to the fore the implications of how the measurement of culture has evolved and how that has influenced our understanding of its relevance both to academics and practitioners." Timothy M. Devinney, Chair and Professor of International Business, Alliance Manchester Business School, UK"With a challenge to the widely cited Hofstede and GLOBE culture models, Venaik, Brewer, and Midgley present culture archetypes as an alternative for culture-related theorising and for practitioner and policy application. Elucidating the ecological fallacy and other shortcomings with the Hofstede and GLOBE studies, this is an invaluable research monograph." Peter W. Liesch, Professor of International Business, University of Queensland Business School, Australia"Growing contacts among peoples of different backgrounds across and within countries present unprecedented opportunities yet challenges to management researchers in the Twenty-first Century. Venaik, Brewer, and Midgley’s book titled, Management Research, International Business, and National Culture: Evaluating Hofstede and GLOBE, provides useful insights for all who seek to better understand these dynamics and processes to bring about win-win outcomes." Rosalie L. Tung, The Ming & Stella Wong Professor of International Business, Simon Fraser University (Canada)

• 1. Introduction 2. Background to the Hofstede National Culture Model 3. Background to the GLOBE National Culture Model 4. Measurement of National Culture in Management Research: Critical Issues 5. Culture Stereotypes: Why Popular National Culture Models Do Not Apply to Individuals 6. Is Culture National or Universal? 7. A New Way to Measure and Understand Culture 8. A Last Word