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1.
With cross-border channel partnerships increasingly being forged in global markets, manifest conflict between international partners has become a serious problem leading to potentially deleterious effects on overall channel performance. Using data drawn from a cross-national study of distribution practices in three countries, we investigate whether national culture moderates the relationship between leadership style and channel partner conflict, which, in turn, may impact overall channel performance. Based on the empirical results, a standardized “one size fits all” leadership strategy for conflict management in international channels is unlikely to be successful. Cross-cultural channel management implications are discussed, study limitations are described, avenues for future research are identified, and recommendations are offered for managing cross-national channel partner relationships.  相似文献   

2.
In this paper, we argue that national culture is important in interpreting the differences of entrepreneurial activities between countries. Furthermore, national wealth plays a moderating role between national culture and entrepreneurial activities. Datasets from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project and Global Entrepreneurship Monitor (GEM) study were analyzed. We find that there are interaction effects between GDP, a proxy for national wealth, and several cultural dimensions on entrepreneurial activities. More traditional cultural variables (in-group collectivism, humane orientation, and power distance) enhance early-stage and established entrepreneurship in low- and medium-GDP countries, but hinder early-stage and established entrepreneurship in high-GDP countries. More modernistic cultural variables (performance orientation, future orientation, and uncertainty avoidance) promote high-growth and high-innovation entrepreneurship in some situations, especially in high-GDP countries. Implications and limitations are discussed.  相似文献   

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