Investigating otherness, not difference: Should saming and othering be the focus of the discipline? Implications for a contemporary cross-cultural management studies

[1]  Jasmin Mahadevan.  Migration, ethnic otherness and the ‘refugee crisis’ in Germany: Why more conflict is better integration, and how this reconfigures positive cross-cultural management scholarship , 2024 .

[2]  Hadi Alhorr,et al.  Recognizing the rights of “others”: A framework for corporate human rights violations in international business , 2024, International Journal of Cross Cultural Management.

[3]  Sylvie Chevrier.  What we inherit and what we create. Making the case for an interpretive approach to societal cultures , 2024, International Journal of Cross Cultural Management.

[4]  J. Nel,et al.  Office gossip related to gays and lesbians: An ‘otherness’ perspective , 2024, International Journal of Cross Cultural Management.

[5]  N. Wilmot,et al.  Language as a source of otherness , 2023, International Journal of Cross Cultural Management.

[6]  Terence Jackson.  Cross-cultural management studies: are we doing more harm than good? , 2023, International Journal of Cross Cultural Management.

[7]  Henriett Primecz,et al.  Labour Market Integration of Ukrainians in Europe: Differentiation and Ethical Dilemmas , 2023, Academy of Management Proceedings.

[8]  Jasmin Mahadevan,et al.  Cultural intelligence and COVID-induced virtual teams: Towards a conceptual framework for cross-cultural management studies , 2023, International Journal of Cross Cultural Management.

[9]  Dirk Holtbrügge,et al.  Bridging distance through zooming? The use of virtual assignments in multinational corporations , 2023, Journal of Global Mobility: The Home of Expatriate Management Research.

[10]  A. Mills,et al.  Beyond politics of difference: intersectionality across time and place , 2023, Culture and Organization.

[11]  Fiona Moore,et al.  A framework for a more reflexive engagement with ethnography in International Business Studies , 2023, Journal of World Business.

[12]  C. Barmeyer,et al.  Organizations and migrant integration: Towards a multiparadigm narrative approach , 2023, International Journal of Cross Cultural Management.

[13]  M. Shaffer,et al.  The potential of virtual global mobility: implications for practice and future research , 2021, Journal of Global Mobility: The Home of Expatriate Management Research.

[14]  Jasmin Mahadevan.  An auto-ethnographic narrative of corporate intercultural training: Insights from the genealogical reordering of the material , 2021, Organization.

[15]  A. Malik,et al.  Masking, claiming and preventing innovation in cross-border B2B relationships: Neo-colonial frameworks of power in global IT industry , 2021 .

[16]  B. Szkudlarek,et al.  Identity work in refugee workforce integration: The role of newcomer support organizations , 2020, Human Relations.

[17]  Henriett Primecz,et al.  Gender relations in the workplace: The experience of female managers in African harbours , 2019, International Journal of Cross Cultural Management.

[18]  M. Utzeri,et al.  Gender Initiatives between Support and Denial , 2019, Cases in Critical Cross-Cultural Management.

[19]  J. Edmonstone.  A very short, fairly interesting and reasonably cheap book about cross-cultural management , 2019, Action Learning: Research and Practice.

[20]  L. Romani,et al.  Benevolent discrimination: Explaining how human resources professionals can be blind to the harm of diversity initiatives , 2018, Organization.

[21]  L. Romani,et al.  Critical Cross-Cultural Management: Outline and Emerging Contributions , 2018, International Studies of Management & Organization.

[22]  C. Barmeyer,et al.  Cross-Cultural Management Studies: State of the Field in the Four Research Paradigms* , 2018, International Studies of Management & Organization.

[23]  Jasmin Mahadevan,et al.  South African women leaders, transformation and diversity conflict intersections , 2018, Journal of Organizational Change Management.

[24]  A. Saleh,et al.  Business excellence in a volatile, uncertain, complex and ambiguous environment (BEVUCA) , 2017 .

[25]  Jasmin Mahadevan,et al.  Dominant discourse, orientalism and the need for reflexive HRM: skilled Muslim migrants in the German context , 2017 .

[26]  L. Romani,et al.  Why is cross-cultural management scholarship blind to power relations? Investigating ethnicity, language, gender and religion in power-laden contexts , 2016 .

[27]  Jonathan P. Doh,et al.  From the Editor: Why we need phenomenon-based research in international business☆ , 2015 .

[28]  Jasmin Mahadevan,et al.  Third-country graduates and their transition to the German labor market: Understanding dominant identity categories, strangerness and agency in context , 2015 .

[29]  N. Bennett,et al.  What a Difference a Word Makes: Understanding Threats to Performance in a VUCA World , 2014 .

[30]  Jasmin Mahadevan.  Are engineers religious? An interpretative approach to cross-cultural conflict and collective identities , 2012 .

[31]  S. Sackmann,et al.  Cross-Cultural Management in Practice: Culture and Negotiated Meanings , 2012 .

[32]  M. Maznevski,et al.  A look at the bright side of multicultural team diversity , 2010 .

[33]  S. Sackmann,et al.  Managing in an Era of Multiple Cultures , 2010 .

[34]  Yvonne Benschop,et al.  Guest Editorial: Unpacking Diversity, Grasping Inequality: Rethinking Difference Through Critical Perspectives , 2010 .

[35]  Ajnesh Prasad.  Contesting Hegemony through Genealogy , 2009 .

[36]  B. Szkudlarek.  Through Western Eyes: Insights into the Intercultural Training Field , 2009 .

[37]  吕一旭 Yixu Lu.  引言 (Introduction) , 2009, Provincial China.

[38]  H. Tajfel,et al.  The Social Identity Theory of Intergroup Behavior. , 2004 .

[39]  M. Brannen,et al.  Partnering Across Borders: Negotiating Organizational Culture in a German-Japanese Joint Venture , 2000 .

[40]  J. Stewart Black,et al.  The U-Curve Adjustment Hypothesis Revisited: A Review and Theoretical Framework , 1991 .

[41]  J. Gullahorn,et al.  An Extension of the U‐Curve Hypothesis1 , 1963 .

[42]  L. Romani,et al.  Methods of Critical Cross-Cultural Management , 2020 .

[43]  M. Maznevski.  Reflexive Chapter: Developing Intercultural Management Competencies: The Next Frontier is Inward Bound , 2020 .

[44]  Jasmin Mahadevan,et al.  From given cross-cultural difference to a new interculture: a sino-german example , 2011 .

[45]  Jasmin Mahadevan,et al.  Power / knowledge in postcolonial settings: the case of IT Bangalore: interculture journal , 2011 .

[46]  S. Hall,et al.  THE SPECTACLE OF THE ' OTHER ' , 2003 .