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The purpose of this study is to explore a phenomenon in knowledge management that has been given scant attention: the influence of cultural distance on inter-organizational knowledge transfer in the context of multinational companies involving headquarters in the USA and a subsidiary in Sri Lanka.

Designed as a qualitative exploratory study, data was collected through in-depth interviews of 15 participants and documents review.

The findings of this study implied that the theoretically introduced cultural dimensions shall be relevant to analyze the phenomenon of this study. Consequently, through the findings of this study, it is argued that inter-organizational knowledge transfer in multinational companies is influenced by cultural distance.

This study theoretically and empirically contributes to the debates on knowledge transfer in knowledge management research in general and, inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries with respect to the influence of cultural distance in particular, through the light of Trompenaars’ (1993) cultural dimensions theory.

The findings of this study could motivate the practitioners to take into account: the influence of cultural distance on inter-organizational knowledge transfer, if inter-organizational knowledge transfer happens in similar contexts: multinational companies with a headquarters in the USA (a western context) and a subsidiary in Sri Lanka (a non-western context) in the practical business world.

This study provides theoretical and empirical insights into the influence of cultural distance on inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries in the selected context while suggesting various avenues for further research toward the influence of cultural distance on such phenomenon in similar/dissimilar contexts.

To provide an overview of emerging concepts in the field of cross‐cultural management, which could augment/supplant the contributions made by Hofstede and Trompenaars.

The contributions made by well‐known researchers in the field of cross‐cultural management, such as Hofstede and Trompenaars is critiqued so that the reader can have an idea of what the existing lacuna in this field are. This critique is followed by a discussion of recent research endeavours, which are taking into account these lacuna. A polemic is built around the theme of how the grand typologies of Hofstede and Trompenaars may now have outlived their utility.

Provides an analysis of the shortcomings of Hofstede's and Trompenaars's contributions. Examines how emerging concepts like crossvergence and multiculturalism serve to make research in the area more meaningful and relevant. Focuses on how management practices found effective in one culture, can be transplanted to other cultures and embedded there.

Only a few selected emerging concepts have been considered.

The direction in which future research should be carried out so as to have practical validity is delineated.

The paper has suggested that it is time to move forward and even away from the contributions made by Hofstede and Trompenaars. It has also pointed out the direction in which current researchers in the field are attempting to do this.

The objective of this study is to explore general cross‐cultural differences in corporate visual identity between the USA and Korea, and to apply Trompenaars' specific versus diffuse dimension to brand‐logos and taglines in the two countries.

A sample of the brand‐logos and taglines from the top 100 companies in each country were content analysed for research objectives.

The results indicate that Korean brands are generally more diffusive than those in the USA. Specifically, Korean brand‐logos tend to use more abstract and symbolic creative designs than those of the US, and the contents of Korean brand taglines contain more additional values than those in the USA.

The findings suggest the explanation power of new cultural dimensions for academic researchers and the importance of localised corporate identity strategies for international marketers.

Because little is known about the differences between company brand designs across cultures, this study fills a gap in the literature by examining company brand designs and taglines. In addition, this study proved the usability of the newly developed Trompenaars' specific versus diffuse dimension.

With India becoming a strategic trading partner for France, the purpose of this paper is to identify and describe cultural differences between India and France in order to achieve three main objectives: What traits or values are salient for Indians when negotiating with French people? The second to assess the utility and appropriateness of cultural dimensions as described by Hofstede (1991, 2001) and Trompenaars (1993, 2004) to gain insight into this process, and finally to prepare a French businessman to negotiate with an Indian partner.

A qualitative approach is best to achieve the research objectives. Expert profiles were defined according to the guidelines set out by Bogner et al. (2009). Snowball sampling method was used, whereby the first French businessmen interviewed provided contacts of other negotiators. Six semi-directive interviews were conducted lasting 1 h and 30 min each. Data collection and analysis were carried out according to Gioia’s proposed methodology (Gioia et al., 2013).

This qualitative inquiry enabled a deep inductive analysis, resulting in the emergence of seven key characteristics of the negotiation process in India. Cultural dimensions as defined by Hofstede (1991, 2001) and Trompenaars (1993, 2004) are useful in explaining four of these. However, three other characteristics cannot be directly related to these cultural dimensions, and among them, the seventh characteristic, the importance of having an Indian mediator in the negotiation, emerges as an original and decisive advantage for the foreign partner.

Interviewing a larger sample of experts would strengthen the precision, validity and reliability of the findings. Furthermore, investigating buyer–seller relationships and negotiation theories would help to gain an alternative and complementary insight into this complex topic.

Cultural differences between France and India are a poorly documented and under-researched topic.