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Cultures and Organizations: Software of the Mind

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TLDR
In this article, the differences in the way strategists and their followers think are discussed, and practical solutions for those in business to help solve conflict between different groups are proposed, with a focus on how to find common problems which demand cooperation for the solution of these problems.
Abstract
Despite calls for better co-operation between countries and different cultures, there is still confrontation between people, groups and nations. But at the same time they are exposed to common problems which demand cooperation for the solution of these problems. This book helps to understand the differences in the way strategists and their followers think, offering practical solutions for those in business to help solve conflict between different groups.

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Cultural barriers in migration between OECD countries

TL;DR: This paper used a set of new indicators enabling them to test the effects of cultural barriers on migration between OECD countries and found that cultural barriers do a much better job in explaining the pattern of migration flows between developed countries than traditional economic variables such as income and unemployment differentials.
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Testing an Ethical Decision-Making Theory: The Case of Softlifting

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A systematic review of knowledge management and knowledge sharing: Trends, issues, and challenges

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Psychic distance and the performance of international retailers – A suggested theoretical framework

TL;DR: In this paper, the psychic distance concept may provide an appropriate theoretical framework to explain variations in the organisational performance of retailers operating in the international arena, and it is recognized that psychic distance alone alone cannot explain variations between countries in retailers' performance.
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The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective

TL;DR: In this article, the authors examined the role of procedural justice and power distance in the relationship between high-performance work systems (HPWSs) and employee attitudes (affective commitment and job satisfaction).