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International organizational behavior: challenges and options for management -- Cultural frameworks: understanding attitudes, values, & behavior -- Managing conflict with effective communication & negotiation -- Motivating employees across culture & borders -- Effective leadership in a multicultural environment -- Managing diversity in multicultural teams & international partnerships -- Selection and staffing of international employees -- Evaluating and compensating international employees -- Effective management of global ethics and international workforces

Three manufacturing facilities of an international consumer
products company were studied to determine cross‐cultural differences in
how managers address employee participation. Despite nearly identical
products, a common company culture, and other similarities, European
managers demonstrated a very different perspective on employee
participation than American managers. Implications for American managers
are developed from these contrasts.

A survey of 172 employees of a consumer products manufacturing firm was used to test hypotheses about procedural justice. Some reviewers have noted that perceptions of procedural justice are enhanced by the degree of perceived influence workers have in decision making. However, not all research on this topic is consistent. We suggest that the perceived influence-procedural justice relation may be moderated by an employee's locus of control orientation. Our data support this hypothesis. Perceived influence was more likely to lead to perceptions of procedural justice for internals than externals. Implications of these results are discussed.