8 found
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  1.  22
    What we see, why we worry, why we hope: Vietnam going forward.Nancy K. Napier & Quan-Hoang Vuong - 2013 - Boise, ID, USA: Boise State CCI Press.
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  2. Creativity and Entrepreneurial Efforts in an Emerging Economy.Quan-Hoang Vuong, Nancy K. Napier, Thu-Hang Do & Thu-Trang Vuong - 2016 - BUSINESS CREATIVITY AND THE CREATIVE ECONOMY 2 (1):39-50.
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  3. "Cultural additivity" and how the values and norms of Confucianism, Buddhism, and Taoism co-exist, interact, and influence Vietnamese society: A Bayesian analysis of long-standing folktales, using R and Stan.Quan-Hoang Vuong, Manh-Tung Ho, Viet-Phuong La, Dam Van Nhue, Bui Quang Khiem, Nghiem Phu Kien Cuong, Thu-Trang Vuong, Manh-Toan Ho, Hong Kong T. Nguyen, Viet-Ha T. Nguyen, Hiep-Hung Pham & Nancy K. Napier - manuscript
    Every year, the Vietnamese people reportedly burned about 50,000 tons of joss papers, which took the form of not only bank notes, but iPhones, cars, clothes, even housekeepers, in hope of pleasing the dead. The practice was mistakenly attributed to traditional Buddhist teachings but originated in fact from China, which most Vietnamese were not aware of. In other aspects of life, there were many similar examples of Vietnamese so ready and comfortable with adding new norms, values, and beliefs, even contradictory (...)
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  4. Academic research: the difficulty of being simple and beautiful.Quan-Hoang Vuong & Nancy K. Napier - 2017 - European Science Editing 43 (2):32-33.
    In this essay, we share our experience and learning about the value of, and the difficulty associated with, conducting and presenting scientific studies in ways that are both simple (understandable) and beautiful (appealing to the reader). We describe some “aha moments” of insight that led to changes in the way we approach and present research, some of the actions we took, and lessons we learned.
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  5. Resource curse or destructive creation in transition: Evidence from Vietnam's corporate sector.Quan-Hoang Vuong & Nancy K. Napier - 2014 - Management Research Review 37 (7):642-657.
    Purpose ‐ The purpose of this paper is to explore the "resource curse" problem as a counter-example of creative performance and innovation by examining reliance on capital and physical resources, showing the gap between expectations and ex-post actual performance that became clearer under conditions of economic turmoil. Design/methodology/approach ‐ The analysis uses logistic regressions with dichotomous response and predictor variables on structured tables of count data, representing firm performance as an outcome of capital resources, physical resources and innovation where appropriate. (...)
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  6. Serendipity as a strategic advantage?Nancy K. Napier & Quan-Hoang Vuong - 2013 - In Timothy Wilkinson (ed.), Strategic Management in the 21st Century. Westport, USA: ABC-Clio. pp. 175-199.
    Who, over the age of 20, hasn’t experienced a serendipitous event: unexpected information that yields some unintended but potential value later on? Sitting next to a stranger on a plane who becomes a business partner? Stumbling onto an article in a journal or newspaper that helps tackle a nagging problem? Creating a new drug by accident?
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  7.  79
    The Expatriate Glass Ceiling: The Second Layer of Glass.Gary S. Insch, Nancy McIntyre & Nancy K. Napier - 2008 - Journal of Business Ethics 83 (1):19-28.
    The corporate glass ceiling continues to be a challenge for many organizations. However, women executives may be facing a second pane of obstruction – an expatriate glass ceiling – that prevents them from receiving the foreign management assignments and experience that is becoming increasing critical for promotion to upper management. The responsibility to break the expatriate glass ceiling lies with both female managers and the multinational corporations that utilize expatriates. In this paper, we propose pre-assignment, on-assignment, and post-assignment strategies for (...)
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  8.  93
    Toward an understanding of cross-cultural ethics: A tentative model. [REVIEW]William A. Wines & Nancy K. Napier - 1992 - Journal of Business Ethics 11 (11):831 - 841.
    In an increasingly global environment, managers face a dilemma when selecting and applying moral values to decisions in cross-cultural settings. While moral values may be similar across cultures (either in different countries or among people within a single country), their application (or ethics) to specific situations may vary. Ethics is the systematic application of moral principles to concrete problems.This paper addresses the cross-cultural ethical dilemma, proposes a tentative model for conceptualizing cross-cultural ethics, and suggests some ways in which the model (...)
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