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This chapter provides the reader with a framing of the book’s content. First, a brief overview of expertise is offered using definitions and scholarship that are continually referenced throughout the book. It also situates those constructs within the context of work and organizations. Next, each chapter is introduced to provide readers with an overview of how the authors of each chapter frame expertise within a particular domain or how they address a particular question related to expertise that is relevant to organizations.

This chapter sums up the content of the book and reflects on the contributors’ approaches to the construct of expertise. Specifically, the editors reiterate the main goals of the book: to provide the reader with a cross-sectional snapshot that offers various views and contexts. To offer a culturally rich perspective on the topic of expertise, they brought together experts in countries as far away as South Korea and The Netherlands and from an array of academic disciplines. Their intention was to situate a discussion of what expertise might mean in the future as organizations integrate innovations such as artificial intelligence.

The purpose of this paper is to present specific strategies to improve students’ intercultural competencies relevant to international business and management with a special emphasis on the tourism industry. These strategies have been developed in the context of the evaluation requirements of a course on intercultural communication currently taught at the Dubrovnik campus of RIT Croatia. Assignments have been designed not only to teach about topics related to intercultural communication, but also to provide opportunities to practice appropriate skills as well as to develop the awareness and attitudes necessary for that type of communication.

The authors conducted a cross-cultural virtual team experiential exercise with 322 undergraduate students on 93 teams at three university campuses - two in the United States and one in Croatia. The purpose was to facilitate learning and skills enhancement for both cross-cultural collaboration and virtual collaboration as part of Organizational Behavior classes at the respective universities. Pre- and post-tests of cross- cultural efficacy and virtual team efficacy over the 6-week project demonstrated a significant increase in virtual team efficacy for traditional on-campus students (but not online students), but no significant increase in cross-cultural efficacy. We provide a description of the exercise, lessons learned, and suggestions for future use (including scalability to smaller class sizes).

This study was designed to explore and understand the relationship between Work Engagement, Organizational Commitment, Intention to Quit, Employee Advocacy and hotel categorization. This paper is an attempt to explain the utility of Work Engagement and the three aforementioned constructs in relation to the characteristics of hotels based on hotel categorization. Various statistical tools were applied to a sample of 185 employees (93 operating in three-star and 92 in five-star hotels) in order to test the validity and applicability of the model to different star category hotels. This study suggests that the model is applicable to both star categories.