Cross-cultural collaborative research: Toward reflexivity

We examine the methodological and philosophical implications of cross cultural management research, comparing a field study conducted collaboratively in the United Kingdom and China with Teagarden and colleagues' survey-based international study. Our findings confirm those authors' calls for flexibility in cross-cultural research and for careful management of research team relationships but also highlight the significant effects that power differences and contrasting views about research can have on the conduct of cross-cultural research. Further, we identified reflexivity as a valuable component of cross-cultural management research, especially when there is a need to combine insider and outsider perspectives.