International business, cultural difference, performance improvement systems, internationalization


Business | International Business


This article examines how internationalization might affect the design of individual performance improvement approaches in organizations. It begins by examining knowledge that has been learned principally from the North American context of what improves an individual's performance. Then, we discuss motivators, attitudes. and behaviors of workers and how they may vary among workers in different national cultural contexts. In short, we examine individual performance improvement for its cross‐border effectiveness, using various models of national cultural differences. By doing this, we hope to provide an understanding of how performance improvement systems might require modification to fit with non‐North American work environments.

Original Citation

Sanchez, C. (2000). Performance improvement in international environments: Designing individual performance interventions to fit national cultures. Performance Improvement Quarterly, 13(2), 56-70.