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Investigates the effect of adaptors’ race and cultural adaptation on attraction when American salespersons adapt to Thai buyers. Suggests that the results support the hypohtesis that the race of foreigners, despite the fact that they were born and raised in the same country moderates the effect of adaptation on attraction. Highlights that when Americans do adapt their behaviour, adaptation by those who are more racially different from the Thai perceivers is more effective than those who are less racially different. Provides some managerial implications.

Recognizing the difference of labor laws between the U.S. and China, the U.S. parties need to recognize the differences when negotiating and investing in China, because some of the clauses can be settled when signing contracts or agreements. For China’s part, minimum wages are crucial for them to remember when they do business in the U.S.; the good thing is that they do not have to pay holidays that are different from China. Overall, the benefits are tremendous when the differences are recognized in advance of investments, contracts or agreement negotiations. Recognizing the differences between the two labor acts will avoid unnecessary cost and conflicts.

With globalisation and the opening of China’s borders, there has been increasing business and government interaction between China and the US. Given US interest in China’s market and the cultural distance between these two countries, it is imperative for US business persons not only to understand Chinese values, but also to examine how Chinese relate to US values. To this end, this study examines the attitudes of a sample of Chinese with regard to 10 US core values and compares their attitudes to those of a sample of US Americans. Despite some significant differences, the results of this study point out that the Chinese and US respondents exhibited many similarities in their attitudes.

“Is there reason to believe that top management might be receptive to dramatically expanded HRM involvement in decision making? Yes, because intense competition and unprecedented environmental changes, particularly in the last two years, have irreversibly changed the way successful businesses must be run… Therefore, top management… should support a new vision of the HRM function, especially a vision that enhances corporate performance.” (Anderson & Fenton, 1993:73)

This study compares the nature of job satisfaction and organization commitment of employees in a United States manufacturing plant to employees in a Mexico maquiladora manufacturing plant. Demographic and job related variables were measured and used in a regression analysis to explain job satisfaction and organization commitment in both plants. Results indicate that significant differences exist. The regression models for the constructs, job satisfaction, and organization commitment in both countries are presented.

States that as managing a culturally diverse workforce has become increasingly important to business and government, organizations across the USA have focused considerable attention on diversity and diversity training. Highlights that, despite this emphasis, there is little data in terms of the attitudes of specific subcultures as related to management values. Compares the attitudes of individuals from Afro‐American and euro‐American cultures with respect to 18 value statements related to management. Suggests that there were no significant differences.

This study assessed the relevance of Vroom’s expectancy motivational framework in a cross-cultural context. Differences in attitudes for task investment, preferences for work related achievements, and the reward potential of outcomes was assessedwith Australians and Malaysians who were employed in similar work contexts of the beauty care industry. Reasons why the Australian employees reported significantly higher job motivation than the Malaysian respondents were identified by examining the three main components of expectancy, instrumentality and valence, of Vroom’s framework. The study findings are discussed in terms of the implications they have for the necessary organizational development with Australians and Malaysians who were employed in similar work contexts of the beauty care industry. Reasons why the Australian employees reported significantly higher job motivation than the Malaysian respondents were identified by examining the three main components of expectancy, instrumentality and valence, of Vroom's framework. The study findings are discussed in terms of the implications they have for the necessary organizational development of businesses in the competitive Asia-Pacific region.

The world's most populous nation has taken on the mission of a giant laboratory in political economy. This “thoughtpiece” describes the recent economic experiments in China, and analyses current and potential developments as approximating a society of market socialism, a hybrid variety of socio‐economic system never truly tested anywhere else. Some of the issues confronting such a society are raised. Implications to Western companies interested in doing business in the markets of the PRC are also briefly discussed.