Hostname: page-component-586b7cd67f-2plfb Total loading time: 0 Render date: 2024-12-01T03:46:06.187Z Has data issue: false hasContentIssue false

Manager–Direct Report Alliances as a Context for Integrating Cross-Cultural and Diversity Research

Published online by Cambridge University Press:  07 January 2015

George Graen*
Affiliation:
Center for Strategic Leadership
Chun Hui
Affiliation:
Hong Kong University
Mitsuru Wakabayashi
Affiliation:
Nagoya University
*
E-mail: [email protected], Address: Center for Strategic Leadership, 10819 Gram B Circle, Lowell, AR 72745

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2012 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Chen, C. C., & Lee, Y. T. (Eds.) (2008). Leadership and management in China: Philosophies, theories, and practices. Cambridge, UK: Cambridge University Press. Google Scholar
Cheng, Y. F., Tjosvold, D., & Peng, C. (2007). Conflict and harmony in foreign-Sino ventures in China. In Graen, G. B. & Graen, J. A. (Eds.), LMX leadership: The series (Vol. 5, pp. 4363). Charlotte, NC: Information Age.Google Scholar
Ferdman, B. M., & Sagiv, L. (2012). Diversity in organizations and cross-cultural work psychology: What if they were more connected? Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 323345. Google Scholar
Graen, G. B., Hui, C., & Gu, Q. L. (2004). A new approach to intercultural cooperation. In Graen, G. B. & Graen, J. A. (Eds.), New frontiers of leadership, LMX leadership: The series (Vol. 2, pp. 225246). Greenwich, CT: Information Age. Google Scholar