INFORMATION FOR CONTRIBUTORS                                                                                                                   


If possible please submit your manuscript by e-mail to , as follows.

Please attach a file in a Word 6.0 or 7.0 for Windows 95 compatible file named <IJCCM_name.doc> (where ‘name’ is the first four letters of the corresponding author’s family name) with title page with author contact details , together with the complete manuscript.

Please ensure that referees cannot identify you through citing of your own work.

If you do not have access to e-mail, please submit four copies by regular mail to:

Dr Terence Jackson, IJCCM, Middlesex University Business School, The Burroughs, London NW4 4BT, England.

North American contributors may send their manuscript to:

Professor Rabindra N. Kanungo, IJCCM, Faculty of Management, McGill University, 1001 Sherbrooke West, Montreal, Quebec, H3A 1G5, Canada.


For both e-mail and ordinary mail submissions please ensure that:

  • Your manuscript is between 5,000 and 8,000 words (shorter commentaries and, exceptionally, longer articles based on substantial research will be considered)
  • It is double spaced, using a 12 point font and margins of at least one inch/2.5cm.
  • You include an abstract of 100-150 words
  • Notes are kept to a minimum: number them consecutively through the text and present them at the end of the text, before the References. Do not present them as footnotes to the individual pages.
  • Tables and Figures are supplied on separate pages from the text complete with captions and any source details. Indicate in the text where they are to be incorporated.
  • References are represented in the text by author and date [e.g. ‘………as Kedia & Bhagat (1988) has indicated….’; ‘…current research (Schwartz, 1994; Elizur & Tchaikovsky, 2000) has shown..’]. Sources from websites should be shown as follows:… (CDISS, 1999) .. References are collated into an alphabetical and date-order list at the end of the text in the following style.


Journal articles: Kedia, B. L. and Bhagat, R. S. (1988) Cultural constraints on transfer of technology across nations: implications for research in international and comparative management, Academy of Management Review, 13(4), 559-71.

Books: Blunt, P and Jones, M L (1992) Managing Organizations in Africa, Berlin: Walter de Gruyter.

Chapters in books: Schwartz, S (1994) Beyond individualism/collectivism: new cultural dimensions of values, in Kim, et al, Individualism and Collectivism: Theory, Method and Application, Beverly Hills, CA: Sage, pp. 85-119.

Conference and other papers: Elizur, D. & Tchaikovsky, F. M. (2000) Achievement motive of Brazilian, Israeli and USA Managers, paper presented at 7th bi-annual conference of ISSWOV (June), Jerusalem.

World Wide Web sources (showing precise page location and date accessed): CDISS (Centre for Defence and International Security Studies, Lancaster University) (1999), South African Defence: In Transition,, 6 October 1999, pp.1-3.




We aim to provide a speedy, value added editorial process. We invite you to submit articles to the following sections of IJCCM.

  1. Cross-cultural Articles which help to define the area, critically evaluate previous theory, and advocate new developments in theory and methods. Empirical work which does not just provide simple comparison across cultures is encouraged. These are welcome from any academic or management discipline and from a broad spectrum of theoretical paradigms and methodologies. We certainly do not want to restrict this to the accepted ‘western’ or ‘universal’ paradigms, and culturally diverse approaches are encouraged, as are contributions from international and multicultural teams which draw on diverse and pluricultural approaches. However, ultimately articles in this section should address the questions ‘How does this work (a) contribute to the advancement of scientific knowledge on the role of culture in management theory and practice, and ultimately (b) help managers better manage people, organizations and change across cultures?’
  2. Cultural Perspectives. Contributions, particularly from non-western societies, which represent indigenous management research are actively sought. We are particularly concerned that contributions which do not take a ‘western’ or ‘westernized’ approach may be overlooked in international journals. We encourage these contributions as long as their internal logic and external validity is sufficiently established. Single culture work is acceptable provided it informs and advances knowledge in cross-cultural management and this contribution is clearly stated. The ultimate utility to cross-cultural management practice should also be transparent.
  3. Commentaries and Critical Reviews. We would like to encourage substantial comments on previously published work, perspectives and comments on key issues in the subject area. We would also like to receive substantial reviews of conferences and other activities of academic and professional associations around the world devoted to cross-cultural work as well as more traditional book review articles which evaluate a number of publications. These also must make a contribution to the study and understanding of cross-cultural management, and will be subject to a review process.

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