Interpretive Frames as the Organization's 'Mirror': From Espoused Values to Social Integration in MNEs.
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- Management International Review (MIR), 2016, v. 56, n. 2, p. 171, doi. 10.1007/s11575-015-0273-4
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Works matching IS 09388249 AND DT 2016 AND VI 56 AND IP 2
Results: 6
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Leveraging Values Diversity: The Emergence and Implications of a Global Managerial Culture in Global Organizations.
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- Management International Review (MIR), 2016, v. 56, n. 2, p. 227, doi. 10.1007/s11575-015-0274-3
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- Article
3
Collectivist Values, Exchange Ideology and Psychological Contract Preference.
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- Management International Review (MIR), 2016, v. 56, n. 2, p. 255, doi. 10.1007/s11575-015-0275-2
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- Article
4
Cultural Change Following International Acquisitions: Cohabiting the Tension Between Espoused and Practiced Cultures.
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- Management International Review (MIR), 2016, v. 56, n. 2, p. 195, doi. 10.1007/s11575-015-0276-1
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- Article
5
Leveraging Values in Global Organizations: Premises, Paradoxes and Progress.
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- Management International Review (MIR), 2016, v. 56, n. 2, p. 149, doi. 10.1007/s11575-015-0277-0
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- Article
6
Language, Cultural Intelligence, and Inpatriate Turnover Intentions: Leveraging Values in Multinational Corporations through Inpatriates.
- Published in:
- Management International Review (MIR), 2016, v. 56, n. 2, p. 283, doi. 10.1007/s11575-015-0272-5
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- Article