This publication would not have been possible without the help of many people. We would like to thank Nancy Adler, John Fulkerson, Philip Hamer, and Mark Petersen for their careful review of the final draft. We have followed several of their suggestions for framing difficult concepts and avoiding cultural bias.
We are also indebted to our internal reviewers—Lily Kelly-Radford, Jean Leslie, Gordon Patterson, Marian Ruderman, Walter Tornow, and Ellen Van Velsor—who helped us discover how to make these concepts more accessible to practicing managers.
In addition, Marcia Horowitz is to be thanked for her sound editorial advice on organizing the content, as are Debbie Nelson and Lee Stine for their assistance with typing different versions of this report.
Among those who were unfailing in their personal support and encouragement of the lead author, gratitude is due Robert Burnside, Maxine Dalton, Cindy McCauley, and Martin Wilcox.
This publication has also benefited from fieldwork conducted at Kraft General Foods, Inc.; Merck & Co.; and Philip Morris International. These companies provided financial support for the research and made their expatriate managers available for interviews.