Essential Reading List for Cross Cultural Management, Management in China and Management in Africa

Cross-cultural Management

The basics – the origins of Cross-cultural Management Studies based on comparing cultural values

Hofstede, G. (1994) The business of international business is culture, International Business Review, 3(1), 1-14.

Hofstede, G. and Bond, M. (1988) 'The Confucian connection: from cultural roots to economic growth', Organizational Dynamics, 16(4), 4-21.

Schwartz, S H (1999) A theory of cultural values and some implications for work, Applied Psychology: An International Review, 48(1), 23-47.

House, R., Javidan, M., Hanges, P., & Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Business, 37(1), 3–10.

Noorderhaven, N, G. & Tidjani, B. (2001) Culture, governance, and economic performance: an exploratory study with a special focus on Africa. International Journal of Cross Cultural Management, 1(1) 31-52.

Jackson, T. (2002) The Management of People Across Cultures: Valuing People Differently, Human Resource Management, 41(4), 455-75.

The critics – picking at the edges

Fang, T. (2003) A critique of Hofstede’s fifth national cultural dimension, International Journal of Cross Cultural Management, 3(3): 347-368.

McSweeney, B. (2002) Hofstede’s model of national cultural differences and their consequences: A triumph of faith – a failure of analysis, Human Relations, 55(1): 89–118.

Thinking outside the box – beyond comparisons

Hofstede, G.  (1980) Motivation, leadership and organization: do American theories apply abroad?, Organizational Dynamics, Summer, pp. 42-63.

Boyacigiller, N. A. and Adler, N. J. (1991) The parochial dinosaur: organizational science in a global context, Academy of Management Review, 16(2), 262-90.

Peterson M F and Pike, K L (2002) Emic and etics for organizational studies: a lesson in contrasts from linguistics, International Journal of Cross Cultural Management, 2002, 2(1), 5-20

Priem, R. L., Love, L. G. and Shaffer, M. (2000) Industrialization and values evolution: the case of Hong Kong and Guangzhou, China, Asia Pacific Journal of Management, 17(3), 473-92.

Jackson, T. (2011) From Cultural Values to Cross-cultural Interfaces: Hofstede Goes to Africa, Journal of Organization Change Management,24(4): 532-58

(Cross-Cultural) Management in Africa

 ‘Classic’ work based on the modernization myth

Abudu, F. (1986) Work attitudes of Africans, with special reference to Nigeria, International Studies of Management and Organization, 16(2), 17-36.

Kiggundu, M. N. (1991) The challenges of management development in sub-Saharan Africa, Journal of Management Development, 10(6), 32-47

Jones, M. L. (1988) Managerial thinking: an African perspective, Journal of Management Studies, 25(5), 481-505

Kamoche, K. (1992) Human resource management: an assessment of the Kenyan case, The International Journal of Human Resource Management, 3(3), 497-521.

Beugré, C. D., & Offodile, O. F. (2001). Managing for organizational effectiveness in sub-Saharan Africa: a culture-fit model. International Journal of Human Resource Management, 12(4), 535–550.

Dispelling the modernization myth

Rimmer, D. (1991). Thirty years of independent Africa, Africa Insights, 21(2), 90-96. Reprinted in P. Blunt, M. L. Jones and D. Richards, Managing Organizations in Africa: Readings, Cases and Exercises, Berlin: Walter de Gruyter, 1993:

Nsamenang, A. B. (1998). Work Organisation and Economic Management in Sub-Saharan Africa: From a Eurocentric Orientation toward an Afrocentric Perspective. Psychology & Developing Societies, 10(1), 75 –97.

Jackson, T. (2002) Reframing human resource management in Africa: a cross-cultural perspective, International Journal of Human Resource Management, 13(7), 998-1018.

Nkomo, S. M. (2011). A postcolonial and anti-colonial reading of ‘African’ leadership and management in organization studies: tensions, contradictions and possibilities. Organization, 18(3), 365–386.

Jackson, T. (In Press) Reconstructing the Indigenous in African Management Research: Implications for International Management Studies in a Globalized World, Management International Review

China in Africa

Changing global dynamics

Campbell, H. (2008). China in Africa: challenging US global hegemony. Third World Quarterly, 29(1), 89–105.

Biggeri, M., & Sanfilippo, M. (2009). Understanding China’s move into Africa: an empirical analysis. Journal of Chinese Economic & Business Studies, 7(1), 31–54.

Cheru, F. and Obi, C.  (2011) Chinese and Indian engagement in Africa: Competitive or mutually reinforcing strategies? Journal of International Affairs,  64(2): 91-110

Jackson, T. (2012) Postcolonialism and Organizational Knowledge in the Wake of China’s Presence in Africa: Interrogating South-South relations, Organization. 19(2): 181-204.

China’s engagement with Africa

Bräutigam, D. (2011) China in Africa: What Can Western Donors Learn? Oslo: Norwegian Investment Fund for Developing Countries (Norfund):

Baah, A. Y. and Jauch, H. (eds.) (2009) Chinese Investments in Africa: A Labour Perspective, Johannesburg: African Labour Research Network:

Jackson, T. (In Press) Employment in Chinese MNEs: Appraising the Dragon’s Gift to sub-Saharan Africa, Human Resource Management

Understanding China in the International context

Ip, P. (2009). Is Confucianism Good for Business Ethics in China? Journal of Business Ethics, 88(3), 463–476.

Cooke, F. L. (2008) Enterprise culture management in china: an ‘insider’s’ perspective, Management and Organization Review, 4 (2), 291-314

Zhang, M., & Edwards, C. (2007). Diffusing “best practice” in Chinese multinationals: the motivation, facilitation and limitations. International Journal of Human Resource Management, 18(12), 2147-65.

Shen, J. (2007) Approaches to International Industrial Relations in Chinese Multinational Corporations. Management Revue, 18(4), 410-426.

Last Modified: Mon, 13 Nov 2017 09:28:08 SAST