K. Leung (2014) Globalization of Chinese Firms: What Happens to Culture? Management and Organization Review 10(3): 391-397. - an interesting article that builds on traditional analysis of the globalization of Chinese firms that focus on political stability and institutional development with the addition of a cultural dimension. The article broadens notions of cultural distance, intercultural competence, and intergroup dynamics in shaping the learning and adaptation, and eventual success, of Chinese expatriates and firms in their global expansion.

B. Gerhart (2008) How Much Does National Culture Constrain Organizational Culture? Management and Organization Review 5(2): 241-259 - a review paper that finds that most of the variance in organizational cultures is not explained by country; of the variance that is explained by country, only a minority is due to national culture differences. As such, there may be more room for organizational differentiation than typically recognized. The article presents a model suggesting more room for differentiation in countries having greater individual level variance in cultural values and related variables.

V. Gupta, P.J. Hanges and P. Dorfman (2002) Cultural Clusters: Methodology and Findings Journal of World Business 37: 11-15 - a summary paper that provides a highly readable analysis of cultural clusters derived from the GLOBE research programme. Using the data collected on cultural values and beliefs from 61 nations, GLOBE proposed 10 a priori clusters and used discriminant analysis to confirm the clusters. The results provide strong support to the existence of 10 cultural clusters: South Asia, Anglo, Arab, Germanic Europe, Latin Europe, Eastern Europe, Confucian Asia, Latin America, Sub-Sahara Africa, and Nordic Europe.