This is a list of methodological publications in the IB field. Help us expand this list! Please leave a comment on this page if you know of other sources – including anything you have published yourself. Our aim is to accumulate as comprehensive a bibliography as possible.

Literature on research methodologies for international business

Acquaah, M. (2014), ‘Construct measurement in strategic management research in Africa’, Research Methodology in Strategy and Management, 10, 1-20.

Adler, N.J. (1983), ‘A typology of management studies involving culture’, Journal of International Business Studies, 14 (2), 29-47.

——— (1984), ‘Understanding the ways of understanding: cross-cultural management methodology reviewed’, Advances in International Comparative Management, 1, 31-67.

Adler, N.J., N. Campbell and A. Laurent (1989), ‘In search of appropriate methodology: from outside the People’s Republic of China looking in’, Journal of International Business Studies, 20 (1), 61–74.

Aharoni, Y. and R.M. Burton (1994), ‘Is management science international: In search of universal rules’, Management Science, 40(1), 1-3.  (An introduction to a focused issue but very interesting.)

Aulakh, P.S. and M. Kotabe (1993), ‘An assessment of theoretical and methodological development in international marketing: 1980–1990’, Journal of International Marketing, 1 (2), 5–28.

Behr, D. and K. Shishido (2016), ‘The Translation of Measurement Instruments for CrossCultural Surveys’, in C. Wolf, D. Joye, T.W. Smith and Y. Fu (eds), The SAGE Handbook of Survey Methodology.

Berry, M. (1995), ‘Research and the practice of management: A French view’, Organization Science, 6(1), 104-116.

Berry, M. (1996), From American standard to cross-cultural dialogues’, in B.J. Punnett and O. Shenkar (eds), Handbook for International Management, Cambridge, MA: Blackwell, 463-483.

Bhagat, R.S. and Kedia, B.L. (1996), ‘Reassessing the elephant: Directions for future research’, in B.J. Punnett amd O. Shenkar (eds), Handbook for International Management Research, Cambridge, MA, Oxford: Blackwell, pp. 521-536.

Boddewyn, J.J. and G. Iyer (1999), ‘International business research: beyond déjà vu’, Management International Review, 39 (special issue 2), 1–14.

Boyacigiller, N.A. and N.J. Adler (1991), ‘The parochial dinosaur: organizational science in a global context’, Academy of Management Review, 16 (2), 262–90.

Brewer, P. and S. Venaik (2014), ‘The ecological fallacy in national culture research’, Organization Studies35 (7), 1063-1086.

Brock, J.K.-W. (2003), ‘The “power” of international business research’, Journal of International Business Studies, 34 (1): 90–99.

Buckley, P. (2016), ‘Historical approaches to the analysis of internationalistaion’, Management International Review, 56 (6), 879-900.

Buckley, P.J. and M. Chapman (1996), ‘Theory and method in international business research’, International Business Review, 5 (3), 233–45.

Buckley, P.J. and M. Chapman (1997), ‘The use of native categories in management research’, British Journal of Management, 8, 283-299.

Canniford, R. (2005), ‘Moving shadows: suggestions for ethnography in globalised cultures’, Qualitative Market Research, 8 (2), 204-218.

Cascio, W. F. (2012), ‘Methodological issues in international management research’, International Journal of Human Resource Management, 23 (12): 2532–2545.

Cavusgil, S.T. and A. Das (1997), ‘Methodological issues in empirical cross-cultural research: a survey of the management literature and a framework’, Management International Review, 37 (1), 71–96.

Chabowski, B.R., S. Samiee and G.T.M. Hult (2017), ‘Cross-national research and international business: An interdisciplinary path’, International Business Review26 (1), 89-101.

Chapman, M. (1996/1997), ‘Preface: Social Anthropology, Business Studies, and Cultural Issues’, International Studies of Management & Organization, 26(4), 3-29.

Chetty, S. (1996), ‘The case study method for research in small- and medium-sized firms’, International Small Business Journal, 15 (1), 73–85.

Chidlow, A., P.N. Ghauri, S. Yeniyurt and S.T. Cavusgil (2015), ‘Establishing rigor in mail-survey procedures in international business research’, Journal of World Business50 (1), 26-35.

Chidlow, A., E. Plakoyiannaki and C. Welch (2014), ‘Translation in cross-language international business research: Beyond equivalence’, Journal of International Business Studies45 (5), 562-582.

Clark, E. and S. Michailova (2004), Fieldwork in Transforming Societies: Understanding Methodology from Experience, Houndmills: Palgrave Macmillan.

Clark, T., H. Gospel and J. Montgomery (1999), ‘Running on the spot? A review of twenty years of research on the management of human resources in comparative and international perspective’, International Journal of Human Resource Management, 10 (3), 520–44.

Collinson, S.C. and A.N. Pettigrew (2008), ‘Comparative international business research methods: Pitfalls and practicalities’, in A.M. Rugman (ed.), The Oxford Handbook of International Business, Oxford: Oxford University Press, 765-796.

Coviello, N.E. and M.V. Jones (2004), ‘Methodological issues in international entrepreneurship research’, Journal of Business Venturing, 19, 485-508.

D’Iribarne, P. (1996–97), ‘The usefulness of an ethnographic approach to the international comparison of organizations’, International Studies of Management and Organization, 26 (4), 30–47.

Dolnicar, S. and B. Grün (2007), ‘Cross-cultural differences in survey response patterns’, International Marketing Review, 24 (2), 127-143.

Douglas, S.P. and E.J. Nijssen (2003), ‘On the use of “borrowed” scales in cross-national research’, International Marketing Review, 20 (6), 621-642.

Earley, P.C. and H. Singh (1995), ‘International and intercultural management research: what’s next’, Academy of Management Journal, 38(2), 327-340.

Easterby-Smith, M. and D. Malina (1999), ‘Cross-cultural collaborative research: toward reflexivity’, Academy of Management Journal, 42 (1), 76–86.

Eckhardt, G.M. and A. Bengtsson (2010), ‘Naturalistic group interviewing in China’, Qualitative Market Research: An International Journal, 13 (1), 36-44.

England, G. W., & Harpaz, I. (1983), ‘Some methodological and analytical considerations in cross-national comparative research’, Journal of International Business Studies, 14 (2), pp.49-59.

Fahy, J. (1998), ‘Improving response rates in cross-cultural mail surveys’, Industrial Marketing Management, 27, 459-467.

Farley, J.U. and D.R. Lehmann (1994), ‘Cross-national “laws” and differences in market response’, Management Science, 40(1), 111-122.

Fjellström, D. and D.S.A. Guttormsen (2016),‘A critical exploration of “access” in qualitative international business field research: Towards a concept of socio-cultural and multidimensional research practice’, Qualitative Research in Organizations and Management: An International Journal, 11 (2), 110-126

George, R. and S.R. Clegg (1997), ‘An inside story: doing organizational research in a state of insecurity’, Organization Studies, 18 (6), 1015–23.

Geringer, J.M. and C.A. Frayne (2001), ‘Collaborative research: turning potential frustrations into rewarding opportunities’, in B. Toyne, Z.L. Martinez and R.A. Menger (eds), International Business Scholarship, Westport, CT: Quorum, pp. 117–34.

Ghauri, P.N. and A. Chidlow (2017) Data collection procedure equivalence in emerging economy market research. Research Handbook of Marketing in Emerging Economies, Edward Elgar (p.9-29).

Glinow, M.A. von, E.A. Drost and M.B. Teagarden (2002), ‘Converging on IHRM best practices: lessons learned from a globally distributed consortium on theory and practice’, Asia Pacific Journal of Human Resources, 40 (1), 146-166.

Goodyear, M. (1982), ‘Qualitative research in developing countries’, Journal of the Market Research Society, 24 (2), 86–96.

Graham, J.L. and K. Grønhaug (1989), ‘Ned Hall didn’t have to get a haircut’, Journal of Higher Education, 60 (2), 152–87.

Harari, O. and D. Beaty (1990), ‘On the folly of relying solely on a questionnaire methodology in cross-cultural research’, Journal of Managerial Issues, 2 (4), 267–81.

Harris, S. (2000), ‘Reconciling positive and interpretative international management research: a native category approach’, International Business Review, 9 (2000), 755-770.

Harzing, A.-W. (1997), ‘Response rates in international mail surveys: results of a 22-country study’, International Business Review, 6 (6), 641-665.

——— (2000) ‘Cross-national mail surveys: why do response rates differ between countries?’, Industrial Marketing Management, 29, 243-254.

——— (2016), ‘Why replication studies are essential: learning from failure and success’, Cross Cultural & Strategic Management23 (4), 563-568.

Harzing, A.-W. and 32 co-authors (2005) ‘Does the use of English-language questionnaires in cross-national research obscure national differences?’, International Journal of CrossCultural Management, 5 (2), 213-224.

Harzing, A.W., B.S. Reiche and M. Pudelko (2013), ‘Challenges in international survey research: a review with illustrations and suggested solutions for best practice’, European Journal of International Management7 (1), 112-134.

Van Herk, H., Y.H. Poortinga and T.M.M. Verhallen (2005), ‘Equivalence of survey data: relevance for international marketing’, European Journal of Marketing, 39 (3/4), 351-364.

Hofmeyr, K., A. Templer and D. Beaty (1994), ‘South Africa: researching contrasts and contradictions in a context of change’, International Studies of Management and Organization, 24 (1–2), 190–208.

House, R.J. (1998), ‘A brief history of GLOBE’, Journal of Managerial Psychology, 13 (3–4), 230–40.

Hult, G.T.M., D.J. Ketchen, A.S. Cui, A.M. Prud’homme, S.H. Seggie, M.A. Stanko, A.S. Xu and T.S. Cavusgil (2006), ‘An assessment of the use of structural equation modeling in international business research’, in Research Methodology in Strategy and Management, Emerald Group Publishing Limited, pp. 385-415.

Hult, G.T.M., D.J. Ketchen, D.A. Griffith, C.A. Finnegan, T. Gonzalez-Padron, N. Harmancioglu, Y. Huang, M.B. Talay and S.T. Cavusgil (2008a), ‘Data equivalence in cross-cultural international business research: assessment and guidelines’, Journal of International Business Studies39 (6), 1027-1044.

Hurmerinta-Peltomäki, L. and N. Nummela (2006), ‘Mixed methods in international business research: a value-added perspective’, Management International Review, 46 (4), 439-459.

Jack, G. and B. Westwood (2006), ‘Postcolonialism and the politics of qualitative research in international business’, Management International Review, 46 (4), 481-501.

Jackson, T. (2013), ‘Reconstructing the indigenous in African management research’, Management International Review53 (1), 13-38.

Jackson, M.S. and D.M. Niblo (2003), ‘The role of qualitative methodology in cross-cultural research’, Qualitative Research Journal, 3(1), 18-27.

Jobber, D., H. Mirza and K.H. Wee (1991). ‘Incentives and response rates to cross-national business surveys: A logit model analysis’, Journal of International Business Studies, 22 (4): 711–721.

Jobber, D. and J. Saunders (1988), ‘An experimental investigation into cross-national business survey response rate’, Journal of International Business Studies, 19 (3): 483–489.

Jonsen, K., Butler, C.L., Mäkelä, K., Piekkari, R., Drogendijk, R., Lauring, J., Lervik, J.E., Pahlberg, C., Vodosek, M. and Zander, L., (2013), ‘Processes of international collaboration in management research: A reflexive, autoethnographic approach’, Journal of Management Inquiry22 (4), 394-413.

Karra, N. and N. Phillips (2008), ‘Researching “back home”: International management as autoethnography’, Organizational Research Methods, 11 (3), 541-561.

Kiessling, T. and M. Harvey (2005), ‘Strategic human resource management research in the twenty-first century: an endorsement of the mixed-method research methodology’, International Journal of Human Resource Management, 16 (1), 22-45.

Kingsley, A.F., T.G. Noordewier and R.G.V. Bergh, (2017), Overstating and understating interaction results in international business research. Journal of World Business52 (2), 286-295.

Knight, G., R.A. Spreng and A. Yaprak (2003), ‘Cross-national development and validation of an international business measurement scale: The COISCALE’, International Business Review, 12, 581-599.

Kogut, B. (2001), ‘Methodological contributions in international business and the direction of academic research activity’, in A.M. Rugman and T.L. Brewer (eds), The Oxford Handbook of International Business, Oxford: Oxford University Press, pp. 785–817.

Koza, M.P. and J.-C. Thoenig (1995), ‘Organizational theory at the crossroads: Some reflections on European and United States approaches to organization research’, Organization Science, 6(1), 1-8.

Lawrence, P. (1988), ‘In another country’, in A. Bryman (ed.), Doing Research in Organizations, London: Routledge, pp. 96–107.

Lenartowicz, T. and K. Roth (2004), ‘The selection of key informants in IB cross-cultural studies’, Management International Review, 44 (1), 23–51.

Lim, L. and P. Firkola (2000), ‘Methodological issues in cross-cultural management research: problems, solutions, and proposals’, Asia Pacific Journal of Management, 17, 133-154.

Loane, S., J. Bell and R. McNaughton (2006), ‘Employing information communication technologies to enhance qualitative international marketing enquiry’, International Marketing Review, 23 (4), 438-455.

McAuley, A. (1998), ‘Far-flung romance: the love affair between researchers, SMEs and their internationalisation process’, in S. Brown, A.M. Doherty and B. Clarke (eds), Romancing the Market, London: Routledge, pp. 216-232.

McArthur, D. N. (2007), ‘Construct equivalence in International Business research: The first and the last of it’,  Journal of Business Inquiry, 6, 28-38.

McDonald, M.H.B. (1985), ‘Methodological problems associated with qualitative research: some observations and a case analysis of international marketing planning’, International Studies of Management and Organization, 15 (2), 19–40.

McGaughey, S.L. (2006). ‘Reading as a method of inquiry: representations of the born global’, Management International Review, 46 (4), 461-480.

Malhotra, N.K., J. Agarwal and M. Peterson (1996), ‘Methodological issues in cross-cultural marketing: a state-of-the-art review’, International Marketing Review, 13 (5), 7-43.

Marschan-Piekkari, R. and C. Welch (eds) (2004), Handbook of Qualitative Research Methods for International Business, Cheltenham: Edward Elgar.

Mendenhall, M., D. Beaty and G.R. Oddou (1993), ‘Where have all the theorists gone? An archival review of the international management literature’, International Journal of Management, 10 (2), 146–53.

Meyer, K. (2006), ‘Asian management research needs more self-confidence’, Asia Pacific Journal of Management, 23, 119-137.

Mezias, S.J., Y.-R. Chen and P. Murphy (1999), ‘Toto, I don’t think we’re in Kansas anymore: some footnotes to cross-cultural research’, Journal of Management Inquiry, 8 (3), 323–33.

Michailova, S. and K. Liuhto (2000), ‘Organization and management research in transition economies: towards improved research methodologies’, Journal of East–West Business, 6 (3), 7–46.

Milliman, J. and M.A. von Glinow (1998), ‘The academic international research team: Small world after all’, Journal of Managerial Psychology, 13 (3–4), 150-155 (note this is the introduction to a whole special issue on the topic).

Milliman, J. and M.A. von Glinow (1998), ‘Research and publishing issues in large scale cross-national studies’, Journal of Managerial Psychology, 13 (3–4), 137–42.

Mullen, M.R. (1995), ‘Diagnosing measurement equivalence in cross-national research’, Journal of International Business Studies, 26 (3), 573-596.

Nakata, C. (2009), Beyond Hofstede: Culture Frameworks for Global Marketing and Management, Houndmills, Basingstoke: Palgrave Macmillan

Nakata, C. and Y. Huang (2005), ‘Progress and promise: the last decade of international marketing research’, Journal of Business Research, 58 (5), 611-618.

Nasif, E.G., H. Al-Daeaj, B. Ebrahimi and M.S. Thibodeaux (1991), ‘Methodological problems in cross-cultural research: an updated review’, Management International Review, 31 (1), 79-91.

Nason, S.W. and M.M. Pillutla (1998), ‘Towards a model of international research teams’, Journal of Managerial Psychology, 13 (3–4), 156–66.

Oppong, N.Y., 2017. Still the Dark Continent? Towards contextual methodological approaches to management development research in foreign multinational firms in Africa. International Journal of Cross Cultural Management, forthcoming.

Osland, J. and A. Osland (2001), ‘International qualitative research: an effective way to generate and verify cross-cultural theories’, in B. Toyne, Z.L. Martinez and R.A. Menger (eds), International Business Scholarship, Westport, CT: Quorum, pp. 198–214.

Padmanabhan, P. and K.R. Cho (1995), ‘Methodological issues in international business studies: the case of foreign establishment mode decisions by multinational firms’, International Business Review, 4 (1), pp. 55-73.

Parkhe, A. (1993), ‘“Messy” research, methodological predispositions, and theory development in international joint ventures’, Academy of Management Review, 18 (2), 227–68.

Peng, T.K., M.F. Peterson and Y.-P. Shyi (1991), ‘Quantitative methods in cross-national management research: trends and equivalence issues’, Journal of Organizational Behavior, 12 (2), 87–107.

Penz, E. (2006), ‘Researching the socio-cultural context: putting social representations theory into action’, International Marketing Review, 23 (4), 418-437.

Peterson, M.F. (2001), ‘International collaboration in organizational behavior research’, Journal of Organizational Behavior, 22, 59–81.

Piekkari, R. and C. Welch, Rethinking the Case Study in International Business and Management Research, Cheltenham: Edward Elgar, 2011.

Pierce, B. and G. Garven (1995), ‘Publishing international business research: a survey of leading journals’, Journal of International Business Studies, 26 (1), 69–89.

Polsa, P. (2013), ‘The crossover-dialog approach: The importance of multiple methods for international business’, Journal of Business Research66 (3), 288-297

Poulis, K., E. Poulis and Emmanuella Plakoyiannaki (2013). “The role of context in case study selection: An international business perspective.” International Business Review 22 (1), 304-314.

Przeworski, A. and H. Teune (1966), ‘Equivalence in cross-national research’, Public Opinion Quarterly, 30, 249–274.

Punnett, B.J. and O. Shenkar (eds) (1996), Handbook for International Management Research, Cambridge, MA: Blackwell.

——— (2004), Handbook for International Management Research, 2nd edn, Ann Arbor: University of Michigan Press.

——— (1994a), ‘International management research: toward a contingency approach’, Advances in International Comparative Management, 9, Greenwich, CT: JAI Press, 39–55.

——— (1994b), ‘Preface: broadening research horizons internationally’, International Studies of Management and Organization, 24 (1–2), 3–8. (Note: this was a whole special issue on the topic of ‘Research Sites: Considering Some Less-Known Locations’).

Redding, G.S. (1994), ‘Comparative management theory: jungle, zoo or fossil bed?’, Organization Studies, 5 (3), 323–59.

Reynolds, N.L., A.C. Simintiras and A. Diamantopoulos (2003), ‘Theoretical justification of sampling choices in international marketing research: key issues and guidelines for researchers’, Journal of International Business Studies, 34 (1), 80-89.

Richter, N. F., R.R. Sinkovics, C.M. Ringle and C. Schlägel (2016), ‘A critical look at the use of SEM in International Business research’, International Marketing Review, 33 (3), 376-404.

Rieger, F. and D. Wong-Rieger (1988), ‘Model building in organizational/cross-cultural research: The need for multiple methods, indices, and cultures’, International Studies of Management and Organization, 18(3), 19-30.

Roberts, K.H. and N.A. Boyacigiller (1984), ‘Cross-national organizational research: The grasp of the blind men’, Research in Organizational Behavior, 6, 423-475.

Rosenzweig, P.M. (1994), ‘When can management science research be generalized internationally?’, Management Science, 40(1), 28-39.

Roy, A., P.G.P. Walters and S.T.K. Luk (2001), ‘Chinese puzzles and paradoxes: Conducting business research in China’, Journal of Business Research, 52, 203-210.

Ryen, A. (2002), ‘Cross-cultural interviewing’, in J.F. Gubrium and J.A. Holstein (eds), Handbook of Interview Research: Context and Method, Thousand Oaks, CA: Sage, pp. 335–53.

Salzberger, T. and R.R. Sinkovics (2006), ‘Reconsidering the problem of data equivalence in international marketing research: contrasting approaches based on CFA and the Rasch model for measurement’, International Marketing Review, 23 (4), 390-417.

Samiee, S. and N. Athanassiou (1998), ‘International strategy research: cross-cultural methodology implications’, Journal of Business Research, 43, 79-96.

Schaffer, B.S. and C.M. Riordan (2003), ‘A review of cross-cultural methodologies for organizational research: a best-practices approach’, Organizational Research Methods, 6 (2), 169–215.

Schwab, A. and W.H. Starbuck (2013), ‘Why Baseline Modelling is Better than Null-Hypothesis Testing: Examples from International Business Research’,. In Philosophy of Science and Meta-Knowledge in International Business and Management (pp. 171-195). Emerald Group Publishing Limited.

Segalla, M. (1998), ‘Factors for the success or failure of international teams: The special case of international research projects’, Journal of Managerial Psychology, 13 (3–4),133-136

Sekaran, U. (1983), ‘Methodological and theoretical issues and advancements in cross-cultural research’, Journal of International Business Studies, 14 (2), 61-73.

Sivakumar, K. and C. Nakata (2001), ‘The stampede toward Hofstede’s framework: Avoding the sample design pit in cross-cultural research’, Journal of International Business Studies, 32(3), 555-574.

Shapiro, D.L., M.A. von Glinow and Z. Xiao (2007), ‘Toward polycontextually
sensitive research methods’, Management and Organization Review, 3 (1), 129-152.

Shenkar, O. (1994), ‘The People’s Republic of China: raising the bamboo screen through international management research’, International Studies of Management and Organization, 24 (1–2), 9–34.

Shenkar, O. (2001), ‘Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences, Journal of International Business Studies, 32 (3): 519-535.

Shenkar, O. and M.A. von Glinow (1994), ‘Paradoxes of organizational theory and research: using the case of China to illustrate national contingency’, Management Science, 40 (1), 56–71.

Sin, L.Y.M., G.W.H. Cheung and R. Lee (1999), ‘Methodology in cross-cultural consumer research: a review and critical assessment’, Journal of International Consumer Marketing, 11 (4), 75-96.

Singh, J. (1995), ‘Measurement issues in cross-national research’, Journal of International Business Studies, 26 (3), 597-619.

Sinkovics, R.R., E. Penz and P.N. Ghauri (2005), ‘Analysing textual data in international marketing research’, Qualitative Market Research, 8 (1), 9-38.

Sinkovics, R.R., E. Penz and P.N. Ghauri (2008), ‘Enhancing the trustworthiness of qualitative research in international business’, Management International Review, 48 (6), 689-714.

Sintonen, S., A. Tarkiainen, J.W. Cadogan, O. Kuivalainen, N. Lee and S. Sundqvist (2016), ‘Cross-country cross-survey design in international marketing research: The role of input data in multiple imputation’, International Marketing Review33 (3), 454-482.

Sivakumar, K. and C. Nakata (2001), ‘The stampede toward Hofstede’s framework: Avoiding the sample design pit in cross-cultural research’, Journal of International Business Studies, 32 (3), 555-574.

Slater, S. and Yani-de-Soriano, M. (2010), ‘Researching consumers in multicultural societies: Emerging methodological issues’, Journal Of Marketing Management, 26, (11-12), 1143-1160.

Søderberg, A.-M. (2006), ‘Narrative interviewing and narrative analysis in a study of a cross-border merger’, Management International Review, 46 (4), 397-416.

Søderberg, A.-M. and E. Vaara (2003), ‘Theoretical and methodological considerations’, in  A.-M. Søderberg and E. Vaara (eds), Merging across Borders: People, Cultures and Politics, Copenhagen: Copenhagen Business School Press, pp. 19–48.

Steenkamp, J.-B.E.M. and H. Baumgartner (1999), ‘Assessing measurement invariance in cross-national consumer research’, The Journal of Consumer Research, 25 (1), 78-90.

Steers, R.M., S.J. Bischoff and L.H. Higgins (1992), ‘Cross-cultural management research: the fish and the fisherman’, Journal of Management Inquiry, 1 (4), 321–30.

Stening, B.W. and M.Y. Zhang (2007), ‘Methodological challenges when conducting management research in China’, International Journal of Cross-cultural Management, 7 (1), 121-142.

Steyaert, C. and M. Janssens (2015), ‘Translation in cross-cultural management’, The Routledge Companion to Cross-Cultural Management, pp.131-141.

Tayeb, M. (1994), ‘Organizations and national culture: methodology reconsidered’, Organization Studies, 15 (3), 429-446.

Teagarden, M.B. (1998), ‘Unbundling the intellectual joint venture process: the case of multinational, multifunctional interdisciplinary research consortia’, Journal of Managerial Psychology, 13 (3–4), 178–87.

Teagarden, M.B., M.A. Von Glinow, D.L. Bowen, C.A. Frayne, S. Nason, Y.P. Huo, J. Milliman, M.E. Arias, M.C. Butler, J.M. Geringer, N.H. Kim, H. Scullion, K.B. Lowe and E.A. Drost (1995), ‘Toward a theory of comparative management research: an ideographic case study of the best international human resource management project’, Academy of Management Journal, 38 (5), 1261–87.

Tharenou, P. (2017), ‘Methodological issues in expatriate studies and future directions’, in Y. McNulty and J. Selmer (eds), Research Handbook of Expatriates, Cheltenham, UK: Edward Elgar Publishing Ltd, pp. 393–415.

Thomas, A.S., O. Shenkar and L. Clarke (1994), ‘The globalization of our mental maps: evaluating the geographic scope of JIBS coverage’, Journal of International Business Studies, 25 (4), 675–86.

Tsang, E.W. (1998), ‘Mind your identity when conducting cross-national research’, Organization Studies, 19 (3), 511–15.

Tsui, A.S. (2004), ‘Contributing to global management knowledge: a case for high quality indigenous research’, Asia Pacific Journal of Management, 21 (4), 491-513.

Turati, C., A. Usai and R. Ravagnani (1998), ‘Antecedents of coordination in academic international project research’, Journal of Managerial Psychology, 13 (3–4), 188–98.

Usunier, J.-C. (1998), International and Cross-Cultural Management Research, London: Sage.

Vernon, R. (1994), ‘Research on transnational corporations: shedding old paradigms’, Transnational Corporations, 3 (1), 137–56.

Wang, X. and Z. Yang (2008), ‘A meta-analysis of effect sizes in international marketing experiments’, International Marketing Review25 (3), 276-291.

Welch, C., R. Marschan-Piekkari, H. Penttinen and M. Tahvanainen (2002), ‘Corporate elites as informants in qualitative international business research’, International Business Review, 11 (5), 611–28.

Welch, C. and R. Piekkari (2006), ‘Crossing language boundaries: qualitative interviewing in international business’, Management International Review, 46 (4), 417-437.

Welch C. and R. Piekkari (2017), ‘How Should We (not) Judge the ‘Quality’ of Qualitative Research? A Re-Assessment of Current Evaluative Criteria in International Business’, Journal of World Business, 52 (5), 714-725.

Werner, S. (2002), ‘Recent developments in international management research: a review of 20 top management journals’, Journal of Management, 28 (3), 277–305.

West, J. and J.L. Graham (2004), ‘A linguistic-based measure of cultural distance and its relationship to managerial values’, Management International Review, 44 (3), 239–260.

White, S. (2002), ‘Rigor and relevance in Asian management research: where are we and where can we go?’, Asia Pacific Journal of Management, 19, 287–352.

Witteloostuijn, A. van (2016), ‘What happened to Popperian falsification? Publishing neutral and negative findings: Moving away from biased publication practices’, Cross Cultural & Strategic Management23  (3),  481-508

Wright, L.L. (1996), ‘Qualitative international management research’, in B.J. Punnett and O. Shenkar (eds), Handbook for International Management Research, Cambridge, MA: Blackwell, pp. 63-81.

Wright, L.L., H.W. Lane and P.W. Beamish (1988), ‘International management research: lessons from the field’, International Studies of Management and Organization, 18 (3), 55–71.

Yang, Z, X. Wang and C. Su (2006), ‘A review of research methodologies in international business’, International Business Review, 15, 601-617.

Yaprak, A. (2003), ‘Measurement problems in cross-national consumer research: the state-of-the-art and future research directions’, in S.C. Jain (ed.), Handbook of Research in International Marketing, Cheltenham: Edward Elgar, pp. 175-189.

Yeung, H.W.-C. (1995), ‘Qualitative personal interviews in international business research: some lessons from a study of Hong Kong transnational corporations’, International Business Review, 4 (3), 313–39.

Zhang, L.E. and D.S. Guttormsen (2016), ‘“Multiculturality” as a key methodological challenge during in-depth interviewing in international business research’, Cross Cultural & Strategic Management23 (2), 232-256.

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