Crossing international cultural boundaries in business using common contingency frameworks

This paper discusses situation-specific contingency processes used by managers and business educators in handling such (1) common cross-boundary links or frameworks and (2) significant cross-boundary differences — two seemingly divergent aspects of cross-cultural management situations. This paper is based on the authors' conducting business training programs (focusing mainly on free market planning and management and on advanced computer technologies) for Asian and Russian/Central European business managers and graduate business students. It is also based on their research work done while investigating investment opportunities and in consulting in these countries over the past seven years.