Emerald Group Publishing Limited
From the editor
Article Type: Editorial From: Cross Cultural & Strategic Management, Volume 23, Issue 1.
This issue marks the rebranding of the journal's title to Cross Cultural & Strategic Management (CCSM) to reflect the expanded mission that the new editorial team has adopted since June 2015. This new mission centers on the broadened focus of publishing high-quality international research in both the cross-cultural and strategic management areas (www://emeraldgrouppublishing.com/products/journals/journals.htm?id=ccm). Given the growing interest among researchers and practitioners in cross-cultural issues and strategic management with a global focus, the goal is to make CCSM a primary outlet of choice for high-impact articles that reflect these themes.
To mark this occasion, this issue contains two Distinguished Scholar Essays, one by Anne Tsui and another by Yadong Luo. Tsui's paper calls for “responsible science” and offers suggestions on how our research can “meet both rigor (valid and reliable knowledge) and relevance (useful for practice).” CCSM seeks to publish international research based on “responsible science.” Luo's essay on “reverse adaptation” emphasizes the need for more bilateral or multilateral flow of knowledge between head office and its subsidiaries and among subsidiaries themselves. Luo's exhortation reminds me of a perspective piece that I wrote on “North American research agenda and methodologies: past imperfect, future – limitless possibilities” (Tung, 2006) where I referred to Bruce Kogut's call for a more balanced trade of ideas, akin to the concept of balance of payment of goods and services in international trade, between the industrialized and emerging economies (Kogut, 2005).
This call for “reverse adaptation” is reflected in Peter Ping Li's perspective piece in this issue on how the yin-yang balancing epistemological system from the east can be applied to paradox management. Paradox management has garnered increasing attention from researchers and practitioners in light of the contradictions that exist in the world – for example, the simultaneous need for firms and individuals to compete as well as cooperate, to globalize and localize, etc. Indeed, the multilateral exchange of ideas and knowledge holds “limitless possibilities” for international research in cross-cultural issues and strategic management with a global focus.
Also in this issue, the paper by Alon, Boulanger, Meyers and Taras presents an instrument entitled the Business Cultural Intelligence Quotient. In light of the growing need to develop leaders and practitioners with a global mindset, an important requisite for success in managing in a global context, this instrument holds potential to gauge the extent to which people possess these attributes. This theme is further emphasized in Pekerti and Thomas' piece on n-culturals in this issue.
In addition, there are three additional papers in this issue that were accepted under the previous editorial team: Ghauri and Rosendo's paper that sheds light on innovation-oriented collaboration, Zhang and Oczkowski's paper on expatriate adjustment, and Gupta and Bhaskar's paper on human resource management in the Indian context.
On behalf of the Editorial Team (www://emeraldgrouppublishing.com/products/journals/editorial_team.htm?id=ccm), we are excited about the line-up of high-quality articles contained in this issue as well as those to be rolled out in the coming issues. To borrow a phrase from a bygone era where people received their news from the radio, “stay tuned” for the issues to come under the CCSM title.
Since my initial editorial piece in June 2015, we have recruited Richard Haans to serve as Social Media Editor of CCSM. Once an article has been accepted for inclusion in CCSM, Richard will work with the lead author of the piece to promote his/her publication to as wide an audience as possible. Also beginning with this issue, Laura Rowlands will take over the role of Content Editor of CCSM. Laura's role is to oversee the production process in CCSM once an article has been accepted for publication by the editorial team. Welcome Richard and Laura to the team.
In short, I am greatly heartened by the positive feedback I have received from colleagues worldwide about developments at CCSM. I will close by reiterating a point that I emphasized in my June editorial, namely that a Journal can only be as good as the members that make up the editorial team as well as the authors who submit their research to the Journal for consideration. We have improved significantly the time it takes to process submissions through the provision of swift feedback and constructive reviews and will continue to make improvements to enable scholars to disseminate their high-quality research.
Kogut, B. (2005), “Acceptance speech as Eminent Scholar in the International Management Division”, Annual Meetings of the Academy of Management, Honolulu, August 5-10
Tung, R.L. (2006), “North American research agenda and methodologies: past imperfect, future – limitless possibilities”, Asian Business and Management, Vol. 5 No. 1, pp. 23-35