In this commentary, we reiterate and build upon Early and Masokowski's call for cultural researchers to investigate underlying cognitive structures through which culture influences behavior, looking beyond the models of value-orientation that have dominated previous research. We assess evidence...

We propose that managers adept at thinking about their cultural assumptions (cultural metacognition) are more likely than others to develop affect-based trust in their relationships with people from different cultures, enabling creative collaboration. Study 1, a multi-rater assessment of...

A problem in joint ventures between U.S. and Asian firms is that cultural differences impede the smooth resolution of conflicts between managers. In a survey of young managers in the U.S., China, Philippines, and India we find support for two hyptheses about cultural differences in conflict...