This thesis documents a research project into the nature of cross-national managerial work, the work of managers operating abroad in multinational business organisations. The study focuses upon the impact of national cultural differences upon such work, and seeks to explain how cultural differences can lead to the development of costly and destructive problems, involving conflict, mistrust or resistance to parent company directives. The research breaks new ground in the study of cross-national managerial work by examining what has largely been overlooked to date, namely the experience of working in cross-national organisational settings. The study establishes the practical importance of this aspect of cross-national managerial work, by showing how the experience of working with cultural differences plays a constitutive role in the development of organisational problems. In discussing what has been overlooked to date, this thesis identifies an important area for future research, and suggests different ways in which this can be explored. It is intended that this thesis will contribute to knowledge about the nature of cross-national managerial work, such that national cultural differences may be better, more knowledgeably managed
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