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Cultural identity, a specific form of social identity that refers to a person’s degree of identification and sense of belonging to a specific cultural group, has been extensively examined as a kind of social identity over the past decades, especially in the fields of migration, cross-cultural psychology, and applied international management. Meanwhile, exposure to settings with different cultures typically triggers a process of acculturation, enabling individuals to develop multicultural identities, whereby people see things from multiple cultural groups’ perspectives, feel at one with the cultural groups, and act according to the norms of those cultural groups. Individual organizational members serve as the conduit by which culture influences and is influenced by organizational life. There exist various forms of multicultural identities with different psychological and behavioral implications on individuals. In terms of plurality, to date, extant studies accumulated extensive knowledge on biculturalism, which focuses on individuals having two distinct cultural identities and how these identities intersect and influence the individual. Beyond biculturalism obtained through birth, ancestry, or immersive foreign experience, individuals may become multicultural by being simultaneously immersed in more than two cultures: a situation common among children of immigrants (i.e., second-generation immigrants), children raised in multicultural households, third culture individuals who spend their formative years outside their passport country, and individuals living within multicultural societies. A key to understanding multicultural identities is how these multiple identities are structured within individuals. Scholars largely agree that the structural pattern of identities affects the outcomes and degree of synergy among multiple identities. Widely accepted modes of structuring multiple identities include relative strength of identities involved and how multiple identities relate to each other. Scholars have built on these lines of thinking to examine specific forms of multicultural identities and their outcomes. Furthermore, research indicates that multiculturals possess unique identity resources relevant to organizational life, including cognitive strengths, relational capital and belonging, and leadership-related competencies. Although there is evidence for responsiveness of multicultural identity to situational cues, there are also strong arguments made in favor of the agency of individuals over their multiple identities. The foregoing notwithstanding, individuals with multicultural identities must balance their agentic enactments of identity with societal requirements of legitimacy. In particular, business organizations play a vital role in providing identity workspaces and other enabling factors which legitimize multicultural identities. Additionally, business organizations play the role of balancing power, status and other dynamics between multicultural and non-multicultural members.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.

As organizations increasingly fulfill their customer needs by getting their work done globally, there is a pressing need for the scientific community to further advance knowledge on global work, especially in terms of how to better conceptualize and integrate it. A particular opportunity for such development involves the cross-fertilization between the international business (IB) and human resource management (HRM) literatures, which serve as the focal domains to study global work phenomena but have treated global work largely as separate research streams. We therefore edited a special issue to contribute to a more integrative understanding of various aspects of global work across both domains. In this opening article, we review existing research on global work in the multinational enterprise from both IB and HRM perspectives. Subsequently, we present a shared conceptualization of global work that helps integrate theoretical and empirical research in both fields. We then introduce the articles in this special issue, before developing an integrative agenda for future research on global work.

The Olympics of Everything has been cancelled, disrupted or even closed. At the same time, for a large group of managers, work life goes on under conditions close to business as usual: The global leaders. Now, however, these everyday working conditions of geographical dispersion, VUCA-environment and paradox coping have become common property of managers in general during the crisis. Even managers of small, local businesses are now experiencing and exercising “extreme leadership” – a term that has been used to characterize the job role of global leaders (Osland, Bird & Oddou, 2012, p. 107). While the interconnectedness of countries, businesses and people is not new per se, this point has been taken home and to the extreme in a new way and include new groups. This exemplifies that global leadership research and practical knowledge of global leadership is also relevant for non-global groups of businesses, managers and employees – in particular in times of crisis, but also more generally in times of “normal.”

Collective global leadership requires team members to attempt to influence as well as accept influence from each other across multiple cultural, linguistic, and national boundaries, which is affected by the extent to which team members perceive the team as being safe for interpersonal risk-taking or the level of psychological safety in the team. The higher levels of collective leadership can, in turn, enhance the perceived psychological safety, and thereby create more positive outcomes for the team. This reciprocal relationship may be influenced by changes in team dynamics across the different stages of a team lifecycle. Using an inductive longitudinal study of 76 teams for nine months, we uncover the time-variant mutually reinforcing relationship between collective global leadership and team psychological safety. Our results show that the strength of this reciprocal relationship varies such that it is absent in the initial stage, becomes prominent in the middle stage, and then remains present, yet somewhat weakened, in the final stage of the team lifecycle. Our results also show that the initial collective leadership patterns in the team positively affect final leadership patterns, and this relationship is mediated by the team’s psychological safety in the middle stage of the team lifecycle. We discuss implications of this study on the theory and practice of global leadership and multinational teams.

Answering to calls for further contextualizing global leadership, this study investigates power dynamics and cultural identities in global leadership in an African context. We took a grounded theory approach to investigate how a specific cultural context shapes assets and liabilities of global leaders. Drawing on our data comprising semi-structured interviews of managers of multinational enterprises operating in Ghana, we identified key assets and liabilities for being local or foreign in one’s global leadership role. Furthermore, we theorize four specific styles of leadership leveraging: identity leveraging, power leveraging, juxtapositional leveraging, and temporal leveraging. Finally, we integrated the above-mentioned elements and proposed a framework of contextualized assets and liabilities which illustrates how specific cultural context affects the assets and liabilities of localness and foreignness for global leaders, and how these assets and liabilities constitute the four styles of leveraging in such context. Implications of our findings for research and practice are discussed.

As the world becomes more connected, individuals increasingly interact and collaborate with people of different cultural backgrounds and hold multiple cultural identities. However, we know little a...

As work extends across multinational contexts, collaborating actors must continually manage self-presentations to cultural counterparts. The concept of identity work, and identity theory in general...

Defined as a mental framework for how individuals interpret and respond to achievement situations, learning goal orientation (LGO) has received increasing attention in organisational research. However, its effect on leadership, especially in contexts absent of formal leadership, remains understudied. Drawing on social exchange theory, we propose and test an individual-level two-stage process model of generalised exchange linking LGO and leadership recognition in self-managed teams. Specifically, we posit that learning-oriented individuals will tend to feel safer in self-managed teams, which will enable and sustain their engagement in contextual role behavior. Such behavior, in turn, will be reciprocated with recognition of these individuals as leaders. We use a multiphase, multi-informant approach (n = 287), and we find that felt safety mediates the effect of LGO on contextual role behavior, but that contextual role behavior alone does not mediate the effect of LGO on leadership recognition. LGO has an indirect effect on leadership recognition through the joint mediation of felt safety and contextual role behavior. Our results offer insight on the link between LGO and leadership, with practical implications for people working in self-managed teams.

We explore the role of leader personality (i.e., the Big 5 traits: Conscientiousness, Agreeableness, Openness, Extraversion, and Neuroticism) and gender in self–other (dis)agreement (SOA) in ratings of leadership. We contend that certain aspects of the leader's persona may be more or less related to self- or other-ratings of the leader's behaviour if those aspects are (1) more or less observable by others, (2) more or less related to internal thoughts versus external behaviours, (3) more or less prone to self-enhancement or self-denigrating biases, or (4) more or less socially desirable. We utilize statistical methodologies that capture fully the effects of multiple independent variables on the congruence between two dependent variables (Edwards, 1995, Organizational Behavior and Human Decision Processes, 64, 307), which previously have not been applied to this area of research. Our results support hypotheses predicting less SOA as leader Conscientiousness increases and greater SOA as Agreeableness and Neuroticism increase. Additionally, we found gender to be an important factor in SOA; female leaders exhibited greater SOA than did their male counterparts. We discuss the implications of these findings, limitations, and future research directions.

Global leadership involves the ability to connect with individuals from different cultures. Connecting is an actionable process that creates mutual understanding, positive feeling, and a common approach to collaborate. Forming interpersonal connections can be an effective way for global leaders to cut across cultural differences as it is based on a universal human need for belonging. Our study aims to understand the specific actions global leaders engage in to connect with people across cultures. Furthermore, we examine how identity experiences of multicultural individuals contributed to their capabilities of connecting with people from different cultures in their role of global leader. Through a qualitative analysis of in-depth interviews with multicultural individuals in global leadership positions, we develop a model of connecting across cultures involving specific leadership actions that lead to emotive, cognitive, and behavioral dimensions for connection. Our model also illustrates how multicultural identity experiences equip global leaders with qualities such as empathy, perspective-taking, and integration, which enable them to engage in actions for connecting to people across cultures. The research in this chapter contributes to a better understanding of global leadership with novel insights into how global leaders connect to people and sheds light on the advantages of multicultural identity experiences in this process.

This chapter presents a case study about Uwa Ode. With the Global Executive MBA program coming to an end, Uwa needed to decide whether she would continue to pursue her current career in an oilfield services company. In 2002, after graduating from university with a degree in engineering, Uwa started her first job in London. Like her father, she chose to work in the oil industry and she began her career at a local engineering company. During her professional career, her moves had been linked to promotions as opposed to places where she might like to build a life. In contemplating her next personal and professional steps, Uwa also reflected on the advantages of her multicultural life. At the same time, Uwa recognized that there was a flipside to her multicultural life. While Uwa was fortunate to have experienced so many places, she also felt that this made her next decision all the more difficult.

It is now well established that positive meaning in the workplace is a significant source of motivation. In our proposed Symposium, we will take a step back and shine the light on the intricacies o...

In this article, we examine the structural stability of a three-dimensional model of managerial competencies across 11 non-Asian countries (Brazil, Colombia, Ireland, Germany, Greece, Mexico, Peru, Poland, Russia, Spain and the United States) and 4 Asian countries (China, Pakistan, Philippines and Thailand). The results indicate that the three competency dimensions (external, interpersonal and personal) are stable across countries. We further investigate potential variation across countries in terms of the weight allocated to different competencies. We discovered that Asian countries place heavier emphasis on external and interpersonal dimensions; non-Asian countries tend more toward the personal dimension. In addition, key managerial implications, particularly with regard to leadership development, are discussed.

Drawing on theories of generalized exchange and the norm of indirect reciprocity, we conceptualize subordinates� organizational citizenship behavior directed toward the organization (OCBO) and directed toward peers (OCBI) as antecedents of managerial trustworthy behavior and examine how managers� affective trust in subordinates mediates this relationship. We also investigate the extent to which this mediation is moderated by the level of collectivism in a society. Data were collected from 741 managers and 2,111 subordinates in 18 countries representing all major cultural regions of the world. We find support for our hypothesized moderated mediation in that managers� affective trust in subordinates mediates the relationships between both subordinates� OCBO and managerial trustworthy behavior, and subordinates� OCBI and managerial trustworthy behavior across the different countries studied. Further, managers� affective trust in subordinates only mediates the relationships between both types of citizenship behavior and managerial trustworthy behavior when collectivism is low to medium but not when it is high. Implications for research on cross-cultural psychology, trust, and organizational citizenship behavior are discussed.

Arguing that it is necessary to look into specific global leadership processes in specific contexts, this article focuses on collective global leadership in self-managed multicultural teams using an input-process-output model. Building on a study of nationally and culturally diverse self-managed teams, our work demonstrates that collective global leadership in these teams is critical for team performance (output). Our study also examines some of the affective or attitudinal antecedents of collective global leadership in self-managed multicultural teams (process) and their members’ goal orientations (input). Our findings suggest that a team learning orientation may greatly help multicultural teams overcome the liability of cultural diversity, create a positive intra-team environment, and enable collective global leadership. Our research also suggests that team performance orientation moderates the above effects.

One aspect of person–job fit reflects congruence between personal preferences and job design; as congruence increases so should satisfaction. The authors hypothesized that power distance would moderate whether fit is related to satisfaction with degree of job formalization. They obtained measures of job formalization, fit, and satisfaction, as well as organizational commitment, from employees ( N = 772) in a multinational firm with subsidiaries in six countries. Confirming previous findings, individuals from low-power-distance cultures were most satisfied with increasing fit. However, the extent to which individuals from high-power-distance cultures were satisfied did not necessarily depend on increasing fit but mostly on whether the degree of formalization received was congruent with cultural norms. Irrespective of culture, satisfaction with formalization predicted a broad measure of organizational commitment. Apart from the novel extension of fit theory, the authors show how moderation can be tested in the context of polynomial response surface regression and how specific hypotheses can be tested regarding different points on the response surface.

This paper integrates the concepts of person—environment (PE) fit and social capital and examines the social dynamics of organizational newcomers’ development of fit with their new environment in the light of national cultural variations. Specifically, we present a conceptual framework that illustrates how newcomers fit in with their work environment in terms of person—job (PJ) and person—organization (PO) fit through their building and exercising of social capital. We suggest that newcomers’ initial fit with their direct supervisor (i.e. PS fit) and their immediate work group fit (i.e. PG fit) will help them to develop structural and relational social capital in the organization, which in turn facilitate the development of greater PJ and PO fit. Acknowledging that social processes are culture-bound, we also examine the moderating effects of individualism/collectivism and power distance on the process of developing PE fit, and we provide insights for both scholars and managers in applying the model.

The present study examines the relationship between dual cultural identities and intercultural effectiveness. Upon the evidence of the regulating effects of cultural identities on individuals’ cognitive, affective, and behavioral responses to cultural stimuli, we argue that cultural identities cast non-negligible influence on intercultural effectiveness. Focusing on the distinction between identity to one’s cultural origin and identity to host culture, we hypothesize that individuals high on both identities are more effective than those low on both of them, followed by those high on one of the identities but low on the other. We apply polynomial regression and the response surface method to data collected from managers and workers with international experience ( n = 82), in order to better capture the relationship between dual cultural identities and various aspects of intercultural effectiveness. The hypotheses are generally supported. Theoretical and practical implications for further capitalizing on such knowledge are discussed.

Le developpement des competences en matiere de diversite culturelle s’avere un important defi auquel fait face l’entreprise. Dans la premiere partie de l’article, nous nous demandons pourquoi il faut developper des competences culturelles. Dans la deuxieme partie, nous faisons un tour d’horizon des competences que les organisations doivent acquerir pour mieux comprendre et integrer la diversite. Puis, dans la troisieme partie, nous nous tournons vers les competences qui sont necessaires aux membres de l’organisation pour relever le defi de la diversite. Enfin, dans la quatrieme partie, nous voyons comment le deploiement des competences individuelles en matiere de diversite peut etre favorise. Des exemples d’organisations engagees dans ce domaine sont donnes et des competences cles sont indiquees.

Scholars have recognized the importance of simultaneously studying multiple dimensions of fit and their possible interactions. However, research on the interactive effects of multiple dimensions of...

In this study, we use motivated action theory, to develop model of why individuals relocate abroad for work. Based on multisource data collected during a seven-year period at four lagged time points, we first find that the cultural richness of individuals’ prior international experiences result in having a superordinate identity in the form of global identity. A global identity in turn triggers the aspiration to move abroad for work. The aspiration to relocate abroad further mediates between a global identity and the actual decision to relocate. We finally show that dispositional learning goal orientation buffers the effect of global identity on the relocation process. Our study contributes to motivation theories, as well as global identity, global mobility and international management literatures.

As business activities become increasingly globalized, there is an urgent need for global leadership to ensure effective collaboration across national boundaries. Global leadership can be defined as the process of influencing the thinking, attitudes, and behaviors of a global community to work together synergistically toward a common vision and common goal (Beechler and Javidan, 2007; Bird, Mendenhall, Stevens, and Oddou, 2010; Osland, 2008). Scholars have identified key competencies of global leadership, such as global knowledge, inquisitiveness, resilience, cognitive complexity, cosmopolitanism, mindful communication, multicultural teaming, and building community and social capital (Bird and Osland, 2004; Morrison, 2000; Osland, 2008). To make these broad concepts actionable, however, it is necessary to translate them into concrete behaviors in defined contexts. This chapter focusses specifically on global leadership in multicultural teams, and discusses its various facets and development.

Multinational teams are particularly likely to benefit from shared leadership, yet nationality-based categorization may affect shared leadership in these teams in powerful ways. Building on theorie...

We present a theoretical analysis of the differential effects of leader emotion expression on follower short-term and long-term engagement. Specifically, we present general propositions of leader e...

Person-Environment (PE) fit has been constantly associated with positive organizational outcomes. However, further knowledge about its boundary conditions is direly needed. In this paper we examine the moderating effect of learning goal orientation (LGO) on the link between demands-abilities Person- Job (PJ) fit its proximal and distal consequences such as job satisfaction, OCB, and task performance. We contend that for individuals with a high level of LGO, demands-abilities PJ fit matters less in predicting their job satisfaction, which in turn reduces the indirect effect of PJ fit on distal outcomes (i.e., OCB and task performance). Using data collected from 119 pair of managers and their supervisors, our results largely supported our moderated mediation model, which show that the indirect effect of demands-abilities PJ fit on OCB and task performance is significant only when LGO is low. We discuss the theoretical and practical implications for managers and HR practices.

We modeled work performance as outcomes of individual-differences mediated by technical performance. Beyond the “usual suspects” (e.g., general mental ability, and personality), we also measured the ethical development of participants ( n = 460). We surmised that ethical development – which has not been extensively studied as a predictor of work performance while controlling for established predictors – captures unique variance in both technical and work performance. Results demonstrated incremental validity for ethical development in predicting technical performance, which in turn predicted work performance. The indirect effect of ethical development was significant too. Our results highlight the importance of process models of performance, which include proximal as well as distal individual differences.

List of figures List of tables Acknowledgements Preface Anthropology: A Foundation for Human Resource Management G.N.McLean Go to the People: Using Emic Approaches for Cultural Understanding W.Chang The Cross-Cultural Transfer of American Models and Myths to Germany and the Cote d'Ivoire C.Hansen The Cultural Context of Human Resource Development Paradigms in South Africa S.A.Lynham, F.M.Nafukho & P.W.Cunningham Empowerment: A Practice Embedded in Cultural Contexts. A Comparison between the United States and France S.Chevrier HRD in Austria: A Cultural Perspective of Management Development A.Reichel, W.Mayrhofer & K.Chudzikowski Malleability in Spain: The Influence of US HRD Models J.Quintanilla, M*.J.Belizon, L.Susaeta & R.Sanchez-Mangas Asian Reversalism: An Alternative Approach to Career Development Y.Lee & C.Hanson The Cultural Context of Organizational Identity: How Belief Systems can Frames the Practice and Role of HRD S.L.Margolis The Cultural Distinct Role of Human Resource Development in Non-Profit Organizations A.Wilensky Culture Conflicts in Demonstrating the Value of HRD S.Carliner The Influence of Organizational Culture on Training Effectiveness K.Bunch When HR Practices and Organizational Culture Collide: A Performance Management Case Study K.Magee The Link between Culture and Succession Planning L.Fancher

In recent years, Western models of career planning have typically promoted the “fast track,” an accelerated approach to career development (CD) that encourages new recruits to advance quickly through their company’s functional and managerial hierarchies in pursuit of high positions of rank and authority (Hall & Moss, 1998; Reitman & Schneer, 2003). The model is especially attractive to novice, yet talented, employees who seek to accelerate the upward movements and paths of their careers. However, is rapid upward career movement the optimum way for employees and their organizations to consider the issue of CD? The aim of this chapter is to challenge both the linear direction and the anticipaLed speed of the fast-Lrack approach.

We explore the role of leader personality and gender in self-other (dis)agreement (SOA) in ratings transformational leadership. Regarding personality, we study the Big 5 traits (i.e., Conscientious...

Globalization is creating challenges which need to be addressed through new thinking. This panel symposium places these challenges at its heart and queries how firms, people and business schools ca...