Acoustic signals

, 110–111

Adaptation

, 44–47

Adaptation processes

, 33

“Affective commitment”

, 53

Affective communication

, 53

Agile organization

, 15

Analytical approach for problem-solving

, 25

Analytical generalization

, 3–4

APM Terminals

, 33

“Appropriateness”

, 28

Assessment test

, 98

Behavioral scripts

, 40

Blockchain technology

, 24, 35–36

Bottom of pyramid markets (BOP markets)

, 18–20

Bottom-up processes

, 4

Brazil, Russia, India, and China countries (BRIC countries)

, 19–20

Capitalism

, 19

Case study

methods

, 22

research

, 2–3

Causes, contexts, contingencies, consequences, co-variances, and conditions (“six Cs” of social processes)

, 3

Central thought process

, 110–111

Centralization

, 34, 49

CEO

, 51–52

Change agents

, 52

Change management strategies

, 51

Changing conditions

BOP markets

, 20

developed markets

, 19

in global business environment

, 15

holistic institutional structure

, 17

identifying market drivers

, 15–20

transitional/emerging markets

, 19–20

Civil society

, 16

Classic script

, 40

Code model of organizational communication processes

, 111

Cognitive dissonance

, 57–58

Cognitive dissonance

, 64–65

Communication skills

, 39

Competitiveness

, 69

Complementary conceptual additions

, 102

Complex multinational organization

, 1

Confucian modes of conduct

, 77–78

Constant care

, 45

“Constant care”

, 49

Constraints

, 35

Context

, 21–22

Context-embedded organizational research

, 22

Context-free research

, 21, 24–25

Context-specific organizational research

, 22

Contextual analysis

, 27

Contextual stimuli

, 21–22

Contextual variables

, 21

Contingency model of company strategy

, 18

Conventional approaches of learning

, 39–40

Coordinated market economies (CMEs)

, 19

Core values, employee perspectives on

cognitive dissonance

, 57–58

employee data collection

, 53

employee readiness for organizational change

, 52–53

etic and emic crosscultural studies

, 58–61

evolving organizational changes

, 49–50

humanistic management

, 50

method for data collection

, 54–57

readiness for organizational change

, 51–52

strategy for organizational change

, 50–51

Corporate core values

in Maersk organization

, 68–69

in Shanghai Office

, 77–78

in Tokyo Office

, 87–88

Corporate culture

, 1, 45, 49

Corporate decision-makers

, 15

Corporate events

, 15

Corporate values

, 30, 104, 110

COSCO

, 79–80

Cross-cultural compassion

, 40

Cross-cultural empathy

, 9–10, 40

Cultural heterogeneity

, 39–40

Cultural-cognitive dimension of institutions

, 29

Cultural-cognitive elements

, 27, 30

Culture

, 55, 57

Damco

, 33

Danish Technology University (DTU)

, 83

Data collection

employee

, 53

method for

, 54–57

Defensive mindset

, 41

Deinstitutionalization

, 27

Developed market

, 18–19

Digitalization of operational processes

, 40

Discrepancies

, 102

“Discrete context”

, 21–22

Diversity

, 39–40

management

, 37–38

managers

, 38

Economic crises

, 104

Emic approach

, 12, 54–55, 108–109

Emic crosscultural studies

, 58–61

Empathy

, 8, 13, 39–40, 54

Employee perspectives at headquarters

employees developing narratives

, 69–70

employees internalize corporate core values

, 68–69

employees navigating organizational complexities

, 70–71

employees perceive organization

, 66–67

positioning interviewees

, 63–66

Employees

, 24

corporate narratives

, 105

corporate perception and assessment of

, 103–104

data collection

, 53

developing own individual narratives

, 104–105

diversity of

, 38

employing phenomenological research design

, 6–8

navigating in global company

, 107

and organizational adaptation

, 1–2

participation

, 53

perceptions of organization

, 26

readiness for organizational change

, 52–53

role of empathy

, 8–13

roles in organizations play

, 112

single case study

, 2–5

Employment

, 11

“End-to-end” transportation

, 66

Environmental conditions

, 15

Ethnocentric empathy

, 9–10

Etic approach

, 12, 54, 108

Etic crosscultural studies

, 58–61

Expansive monetary policy

, 19

Explanatory reductionism

, 21

External context

, 23

External organizational stakeholders

, 107

Female employees

, 37–38

Fiscal stimulus

, 19

Formal institutions

, 16, 19

Formal job descriptions

, 16–17

“Frame making”

, 58

“Frame-maker”

, 58

Functional organizational framework

, 25–26

Functionality of organization

, 105

Gaining experience

, 58

Generalizations

, 3

Generation Z

, 104

Generic models

, 109

Geocentric employee

, 39

Give-and-take process

, 31

Global market contexts

, 18–19

Global organizations

, 107

Globalization

, 38

Globalized employee

, 39

Governmental organizations

, 16

Governments

, 16

Grounded single case study

, 4

Grounded theory

, 3

Human agents

, 16

Human resource management (HRM)

, 73, 77, 79

Japanese HR policies

, 86

Humanistic management

, 50

“Humbleness”

, 49, 95–97, 101

Images of Organization

, 25–26

Inclusivity

, 38

Inductive methodology

, 3

Informal institutions

, 16, 19

“Informative communication of change”

, 53

Institutional frameworks

, 16

Institutional logic

, 55

Institutional theory

, 17, 27, 29

cultural-cognitive pillar

, 29

normative element

, 28

phenomenology in

, 29–31

regulative element

, 27–28

Institutionalization

, 27

Institutions

, 16, 26–27

cultural-cognitive dimension of

, 29

types

, 16–17

“Instrumentality”

, 28

Internal context

, 23

Internal organizational stakeholders

, 107

International business theory

, 18–19, 21

Intraorganizational communication

, 112

Japanese HR policies

, 86

Knowledge of social realities

, 3

KPIs

, 39

Kuala Lumpur Office, employee perspectives in

employees developing narratives

, 97–98

employees internalizing corporate core values

, 95–97

employees navigating organizational complexities

, 99–100

employees perceiving organization

, 94–95

positioning interviewees

, 93–94

Language

, 57

Leadership

, 11

behavioral action

, 22

“Lean” concept

, 86

“Liability of foreignness”

, 1–2, 35

Liberal market economies (LMEs)

, 19

Linguistic decoder

, 110–111

Linguistic encoder

, 110–111

Local market conditions

, 33

Localized knowledge

, 4

Locking dynamic processes

, 30–31

Loyalty

, 76

Maersk A/S company

, 2

corporate values

, 41–42

hierarchical and depersonalized structure of Maersk organization

, 67

historical account of

, 42–43

Maersk International Shipping Education program (MISE program)

, 39

Maersk Line

, 33

Maersk values

, 104

“Maersk-All the Way” (Maersk film)

, 46, 49

Market demands

, 35

Mediterranean Shipping Company (MSC)

, 36

Mid-level manager

, 75

lack of qualified

, 79

Mindsets

, 40–41

Morgan’s metaphors, critique of

, 25–27

“Muddling through” concept

, 34

Multilateral entities

, 16

Multinational enterprise (MNE)

, 23, 103

Multinational enterprise

, 15

Multinational organizations

, 20

“Multiple contexts”

, 21–22

Narrative pictogram data collection method

, 4, 59, 108–109

Narratives

, 112

employees developing narratives in Maersk organization

, 69–70

employees developing narratives in Shanghai Office

, 78–80

employees developing narratives in Tokyo Office

, 88–91

researching construction of

, 108–109

“No-theory-first” type of case study

, 2–3

Non-Danish employees

, 103

Nongovernmental organizations (NGOs)

, 16

Normative element

, 28, 30

Norms

, 28, 30

Operational values

, 104

Optimism

, 11

Organization

applying Generic on specific

, 109–112

changing environmental context around

, 107

code model of organizational communication processes

, 111

employees perceive organization

, 66–67

functionality of

, 105

from generic to specific

, 109

thinking

, 25, 31–32

Organizational actors

, 15

Organizational adaptation

employees and

, 1–2

employing phenomenological research design

, 6–8

role of empathy

, 8–13

single case study

, 2–5

Organizational change

, 24–25, 102, 110

employee readiness for

, 52–53

evolving

, 49–50

readiness for

, 51–52

strategy for

, 50–51

Organizational complexities

, 35–36

employees navigating

, 70–71

in Shanghai Office

, 80–82

in Tokyo Office

, 91–92

Organizational conceptualization

, 12–13

Organizational context

, 21

Organizational culture

, 1, 104

Organizational developments

, 13

Organizational responses

diversity management

, 37–38

historical account of Maersk A/S

, 42–43

Maersk A/S’s corporate values

, 41–42

role of empathy

, 39–40

from Rømø to Esplanaden

, 44

scripts and mindsets

, 40–41

sea, religion, and adaptation

, 44–47

team-based performance

, 38–39

Organizational sensitivity

, 21

“Otherness”

, 35

“Our employees”

, 49

“Our name”

, 49, 97

“Outsidership”

, 1–2, 35

Personal belief systems

, 69

Personality traits

, 11

Persuasive communication

, 51–52

Phenomenological research design, employing

, 6–8

Phenomenology

, 24, 27, 108

in institutional theory

, 29–31

Pictogram

, 73

PLI test. See Predictive Index Learning Indicator (PILI)

Pluralism

, 39–40

Poly-contextuality

, 23

Polycontextual sensitive methods

, 23

Predictive Index cognitive assessment (PI cognitive assessment)

, 39, 79

Predictive Index Learning Indicator (PILI)

, 39, 79

Private companies

, 16

Processual approach

, 55

Productive mindset

, 41

Public organizations

, 16

Qualitative research

, 2

Ramifications

, 13

Readiness for organizational change

, 51–52

(re-)decentralization process

, 49

“Recontextualization”

, 23

Regulative element

, 27–30

Reinforcement of interpersonal intelligence

, 11

Roles

, 28

Rolling out process

, 1–2

Rule-based systems

, 17–18

Schema

, 27

Scripts

, 7, 40–41, 54

Self-confidence

, 11

Semi-structured interviews

, 108

Sense-making

, 7, 34, 54

Shanghai Office, employee perspectives in

employees developing narratives

, 78–80

employees internalizing corporate core values

, 77–78

employees navigating organizational complexities

, 80–82

employees perceiving organization

, 77

positioning interviewees

, 73–76

Single case method

, 24

Single case study method

, 2, 5, 24–25

complexity of

, 5–6

Singular approach

, 23–24

Social agency

, 55–56

Social systems

, 16

Starlight strategy

, 36

Statistical generalization

, 3

Task environments

, 21

Team-based performance

, 38–39

Technological innovation

, 24

Theory X

, 50

Theory Y

, 50

Tokyo Office, employee perspectives in

employees developing narratives

, 88–91

employees internalizing corporate core values

, 87–88

employees navigating organizational complexities

, 91–92

employees perceiving organization

, 86–87

positioning interviewees

, 83–85

work by branch president

, 84

work by country manager

, 85

Top management

, 41, 86–87, 102, 109–110

team

, 6

Top-down approach

, 4

TradeLens

, 36

Training sessions

, 68

Transferee

, 110–111

Transferor

, 110–111

Transitional/emerging market

, 18–20

“Uprightness”

, 49, 77–78, 97, 101

Valuable, rare, in-imitable and organize framework (VRIO framework)

, 41–42

Value

, 28, 30, 68

engineering

, 107

Work–life balance

, 75

of female impatriate

, 64

of married impatriate

, 65

Workshops

, 68