Abstract
At the small gathering at the University of Hong Kong that resulted in many of the papers published in this issue of the JBA, I was paired with Nigel Holden, well-known for his work on cross-cultural management (CCM) in the field of international business (IB). I am an anthropologist with over 20 years of experience researching cross-cultural business contexts. As we did in Hong Kong, here I respond to Nigel’s commentary.
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