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We propose team-based organizing as an alternative to more traditional forms of hierarchy-based organizing in global firms.

Advancements in the study of global teams, leadership, process, and outcomes were organized into four themes: (1) openness toward linguistic and value diversity as enhancing team creativity and performance, (2) knowledge sharing in team-based organizations, (3) the significance of social capital for global team leader role success, and (4) shared leadership, satisfaction, and performance links in global virtual teams.

We identify questions at three levels for bringing research on team-based organizing in global organizations forward. At the within-team individual level, we discuss the criticality of process and leadership in teams. At the between-teams group level, we draw attention to that global teams also need to focus on relationships and interactions with other teams within the same global firm, for example, when sharing knowledge. With respect to the across-teams organizational level, we highlight how bringing people together in global teams from different organizational units and cultures creates the potential for experiential individual and team-based learning, while making the firm more flexible and adaptable.

The potential of the relatively underexplored idea of global team-based firms as an alternative to hierarchy open up questions for empirical research, and further theorizing about the global firm.

Practitioners can learn about organizational, team, and individual challenges and benefits of global team-based organizing.

A century-old dominant organizational form is challenged when moving away from hierarchy- and hybrid-based forms of organizing toward team-based global organizing of work.

The concept of brand image has received considerable attention in marketing (Batra & Homer, 2004; Dhar & Wertenbroch, 2000; Roth, 1992; Thompson, Rindfleisch, & Arsel, 2006; van Reijmersdal, Neijens, & Smith, 2007; van Rekom, Jacobs, & Verlegh, 2006), yet there is still little agreement on its definition and operationalisation in the literature. As Dobni and Zinkhan (1990) observed, despite the frequent use by scholars of the term “brand image,” its definitions in the literature tend to focus on different elements. It is possible to group definitions of brand image into different categories. For example, brand image has been defined as (a) an attitude extending its meaning beyond the physical product (e.g., Reynolds & Gutman, 1984) and (b) perception, relating brand image to psychological aspects of a product's tangible attributes (e.g., Keller, 1998). One generally accepted view is that brand image can be defined as perceptions regarding a brand as reflected by the cluster of associations that consumers connect to the brand name in memory (Herzog, 1963). This is consistent with an associative network memory model. Thus, “brand associations are the other informational nodes linked to the brand node in memory and contain the meaning of the brand for consumers” (Keller, 2003, p. 66).

The first chapter by Pieter Pauwels, Paul G. Patterson, Ko de Ruyter, and Martin Wetzels is entitled “The Propensity to Continue Internationalization: A Study of Australian Service Firms”. The authors build on the process theory of internationalization and the theory of planned behavior and investigate a firm's propensity to continue internationalization. They develop a theoretical model and test this using structural equation modeling using a sample of international service providers using partial least square (PLS). Their model confirms the pivotal role of attitudes towards internationalization, relevant behavioral norms, and behavioral control factors as contributors to the propensity to continue internationalization.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A huge and complex responsibility faces those individuals who become leaders of global organizations. Not surprising then that there are concerns about a lack of talent coming through the ranks to manage companies which are becoming increasingly global in nature.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Virtual collaboration provides students with an opportunity to develop cultural intelligence while fitting into the team where the members are from diverse cultures. The purpose of this study is to explore whether global virtual team (GVT) projects raise students' understanding of cultural differences. In addition, it is interesting to know how internationally disruptive events such as the coronavirus disease 2019 (COVID-19) pandemic influence GVT projects.

The research involved two parts: In the first part, a two-wave longitudinal study was conducted to investigate how intercultural sensitivity and intercultural communication competence coevolve within a group of international students enrolled in a virtual business professional project. In the second part, using word clouds and topic modelling on the participants' perceptions, the study investigated whether the sudden disruption caused by the pandemic show similar results in performance, focussing primarily on the resilience of virtual teams. Further, the study explored participants' perceptions towards online learning in higher education institutions as well as the attitude of corporate organizations towards remote working in the post-pandemic years.

The results confirmed that GVT projects, in fact, do raise students' understanding of cultural differences and the need to adjust their behaviour accordingly in order to engage with their culturally different counterparts effectively. Participants reported an increase in their cognitive, behavioural and affective attributes.

Among the limitations of this study is the relatively small number of student participants. Furthermore, the number of respondents from India dominated the sample. Since the Indian students were disproportionately affected by the shutdown, causing them to return often to rural areas with poor Internet connectivity, responses concerning the disruption caused by the pandemic may be overriding negative. The same could be said of responses from US-American students, who often rely heavily on-campus employment or whose parents became unemployed during the pandemic, and thus were faced with disproportionate economic insecurity.

This paper provides insights to the educators and international organizations on how such projects provide the skills essential for reducing costs, accessing knowledge, skills and abilities (KSAs) across borders, maintaining flexible work schedules and arrangements, and taking advantage of multiple time zones to increase productivity.

While highlighting the significance of cultural intelligence, this paper investigated how the sudden disruption caused by a crisis such as the COVID-19 pandemic impacts performance, focussing primarily on the resilience of virtual teams.