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International Journal of Cross Cultural Management
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Strategic Upstream and Downstream Considerations for Effective Global Performance Management

Charles M. Vance

Loyola Marymount University, CA, USA, cvance{at}lmu.edu

In the context of balancing the dynamic tensions of duality and competing forces of convergence and divergence in global business management, this article examines various important company headquarters ‘upstream’ and local country unit ‘downstream’ processes and activities that must work in sync to build global synergies and effectively implement company strategy. Upstream processes and activities of global performance management considered here include strategic performance management integration and coordination, workforce internal alignment, knowledge management, and organizational learning. Downstream considerations include responsiveness to local conditions, sensitivity to cross cultural differences, establishment of the performance management relationship, and comprehensive training efforts.

Key Words: competitive advantage • global integration • international performance appraisal

International Journal of Cross Cultural Management, Vol. 6, No. 1, 37-56 (2006)
DOI: 10.1177/1470595806062351
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F. L. K. Ohemeng
Constraints in the Implementation of Performance Management Systems in Developing Countries: The Ghanaian Case
International Journal of Cross Cultural Management, April 1, 2009; 9(1): 109 - 132.
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