Hofstede, G. (1994) ‘The business of international business is culture’, International Business Review, 3(1): 1–14.

This article provides an exposition of  Hofstede’s seminal work, introducing the concept of cultural frameworks originally presented in his Hofstede, G. (1980) Culture’s Consequences: International Differences in Work Related Values, Beverly Hills California: Sage. Students should consider the different cultural dimensions in different cultures and in different contexts, both in business and everyday life.

https://www.sciencedirect.com/science/article/pii/0969593194900116

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

This article introduces the GLOBE project and the cultural framework which was then further developed in the book entitled: House, R.J., P.J. Hanges, M. Javidan, P.W. Dorfman, and G. Vipin (2004) Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, Thousand Oaks, CA: Sage. Students should consider universal and culturally contingent aspects of leadership and compare the cultural dimensions introduced in the framework with those of Hofstede.

https://www.sciencedirect.com/science/article/pii/S1090951601000694

Stahl, G.K. and Tung, R.L. (2015) ‘Towards a more balanced treatment of culture in international business studies: the need for positive cross-cultural scholarship’, Journal of International Business Studies, 46(4): 391–414.

This article outlines the principal negative impacts of cultural differences on international business in research to date and calls for a more positive approach to exploring the opportunities arising from cultural differences. Students should consider both the positive and negative impact of culture and how this affects the outcome of different encounters between people with different cultural backgrounds.

https://link.springer.com/content/pdf/10.1057%2Fjibs.2014.68.pdf

Shenkar, O., Luo, Y. and Yeheskel, O. (2008) ‘From “distance” to “friction”: substituting metaphors and redirecting intercultural research’, Academy of Management Review, 33(4): 905–923.

This article redirects the attention of international business researchers away from distance and the remoteness of culture towards the importance of contact between cultures, which is the key to intercultural interaction. Students should critically evaluate the comparative nature of the predominant conceptualization of national culture in the international business literature and they should focus on the dynamic nature of intercultural interaction.

http://amr.aom.org/content/33/4/905.abstract?sid=88d488f2-ce0a-4b47-8353-475f30ce8613

Osland, J.S. and Bird, A. (2000) ‘Beyond sophisticated stereotyping: cultural sensemaking in context’, Academy of Management Executive, 14(1): 65–77.

This article challenges the conventional view of the universal applicability of cultural frameworks by considering these very frameworks as stereotypical. Students should challenge the universality of cross-cultural comparative management and they should consider real life examples questioning sophisticated stereotyping represented by the cultural comparative frameworks.

https://www.jstor.org/stable/pdf/4165609.pdf