GBM-7005

Knein, E., Greven, A., Bendig, D., & Brettel, M. (2020). Culture and cross-functional coopetition: The interplay of organizational and national culture. Journal of International Management, 26(2).
This article analyzes and tests organizational and national culture's influence on cross-functional competition (simultaneous cooperation and competition). In the process, it extensively discusses both organizational and national culture.

Webster, C., & White, A. (2010). Exploring the national and organizational culture mix in service firms. Journal of the Academy of Marketing Science, 38(6), 691–703.
This article explores whether one particular type of organizational culture is the best with respect to business outcomes (performance and customer satisfaction) or whether the optimum culture depends on the national context in which the firm is embedded.

Nedeljković Knežević, M., Hadžić, O., Nedeljković, S., & Kennell, J. (2020). Tourism entrepreneurship and industrial restructuring: Globe national and organizational culture dimensions. Zbornik Radova: Geografski Institut “Jovan Cvijić,”70(1).
This article analyzes the impact of national culture (in this case Serbian culture) and organizational culture on entrepreneurial activity compared to the U.S. using the popular Globe cultural dimensions.

Barczyk, C. C., Rarick, C. A., Klonowski, M., & Angriawan, A. (2019). Structuring organizational culture to complement Poland’s national culture - An approach for achieving high impact entrepreneurship. Journal of Applied Business & Economics, 21(2), 11–26.
Like the previous one, this article analyzes the impact of national culture (in this case, Polish culture) and organizational culture on firms' entrepreneurial activity in the country compared to the U.S., but this time using the popular Hofstede cultural dimensions.

Alofan, F., Chen, S., & Tan, H. (2020). National cultural distance, organizational culture, and adaptation of management innovations in foreign subsidiaries: A fuzzy set analysis of TQM implementation in Saudi Arabia. Journal of Business Research, 109, 184–199.
This paper examines the effects of organizational culture and national cultural distance between the headquarters and the subsidiary on the adaptation of management innovations in multinational enterprises (MNEs).