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This study aims to respond to repeated calls for more process-focused research on effectual entrepreneurship. It illustrates how effectuation takes place, particularly through gaining the commitment of actors with diverse resources, knowledge and needs in a context characterized by power disparities. It illuminates the ethical concerns faced by effectual entrepreneurs and the impact these concerns could have on the service design.

The qualitative investigation involved in-depth interviews with 30 intercultural trainers-entrepreneurs delivering repatriation training in the context of international assignments. The authors supplemented primary data with the analysis of training and promotional materials.

The authors identify four key elements of the effectual process, in which entrepreneurs aim to elicit commitment while reconciling potentially conflicting demands of the actors involved: surfacing needs; value framing; co-creation; and joint affordable loss. The authors show how the acquisition of commitment has a consequential impact on subsequent steps of effectual entrepreneurship. The authors highlight how the interdependence of entrepreneurs, their services, clients and end-users impacts the availability of means and goals. More importantly, the authors also demonstrate how resource dependence, knowledge disparities and power imbalance between actors partaking in effectual entrepreneurship can lead to numerous ethical concerns and result in suboptimal service designs.

This study demonstrates the dark side of effectual entrepreneurship in a resource-constrained environment. The authors show how power disparities and resource-dependence can lead to ethical dilemmas and inferior service designs, where entrepreneurs follow the lead of influential and resource-abundant stakeholders at the expense of the end-users.

Betina Szkudlarek, a highly valued member of the editor team of Advances in Global Leadership (volumes 12–14) is resigning, to our regret, to dedicate more time to her work with refugees. Based on her keynote speech at the 2021 ION meeting, the interview demonstrates how scholars can make a tangible contribution to today's highly complex problems that go beyond our research findings. Betina explains the impact of COVID-19 on migrants and refugees and provides examples by various stakeholders. She also describes how her research expanded into partnerships with multiple governments, corporations, and service organizations. Betina is a wonderful example of a scholar-practitioner who is willing to research grand challenges and also make extensive practical contributions to resolving them.

Betina is an Associate Professor of Management at the University of Sydney Business School. She publishes on the topics of cross-cultural competence, intercultural communication, and international transitions. She is a Strategic, Sustainability and Growth Consultant with the United Nations Alliance of Civilizations, where she works with the recipients of the UNAOC's and BMW Group's Intercultural Innovation Awards.

In this concluding chapter, the editors reflect on the value-added contributions of the papers in this volume toward a better understanding of global leadership effectiveness. After highlighting some of those contributions, the editors then discuss relevant directions for future research in global leadership effectiveness and organize their discussion around (1) antecedents, (2) conditions, and (3) dimensions of global leadership effectiveness. They conclude by listing some of the paramount research questions they believe should be addressed for the field to move forward in mapping the dimensions and dynamics of global leadership effectiveness.

Milena Pighi joined the BMW Group in 1998 as a spokesperson for Corporate Communications in Italy. In 2004, she moved to Munich, Germany, to take charge of steering and managing Corporate Communications for BMW Group subsidiaries around the globe. In January 2013, she was appointed Head of Corporate Social Responsibility for the BMW Group. The BMW Group is involved in more than 200 educational, social, cultural, environmental, and sports projects in over 42 countries worldwide. Its social commitment relies on partnerships worldwide. These not only have to fit the carmaker's core competencies but also deliver measurable success. With 33 million euros invested annually in corporate social responsibility, the Munich company really wants to make an impact. In this interview, we explore the BMW Group's motivation to be a global leader in CSR and how its outlook on responsible global leadership translates into tangible actions.

Knowledge transfer is an important global leader (GL) competency, given their role as knowledge brokers and capacity builders. However, knowledge transfer skills and the transfer process itself have received scant attention from both global mobility and leadership scholars. Similarly, multinationals have seldom systematically collected and utilized repatriate knowledge, despite the competitive advantage it represents in a global knowledge economy. To fill this gap, an exploratory qualitative study employing critical incidents and interviews with a multi-country sample of 47 German, Japanese, and US repatriates identified variables that facilitate knowledge transfer attempts to the work unit. Our findings corroborate the proposed variables in a conceptual model of the transfer process and articulate the transfer skills that help explain their ability to transfer. Most importantly, our findings introduce an interactive transfer model that explicates the microprocess of transfer in the repatriate–work unit relationship. We conclude with implications for global leadership research and HRM practice.

In this concluding chapter, we discuss insights and reflections from our invited contributions on the COVID-19 pandemic and derive areas of meaningful future research to advance the global leadership domain. Specifically, we call for (1) strengthening the link of the global leadership domain with related research fields, (2) expanding our view on what are necessary global leadership competencies, (3) moving beyond individual global leadership toward a more collective and collaborative understanding of the phenomenon, (4) further enhancing the growing field of responsible global leadership, (5) examining the various competing tensions that global leaders need to balance, and (6) engaging in greater reflexivity among global leadership scholars ourselves.

To address the grand challenge of refugee workforce integration, a multistakeholder approach which incorporates contributions from governmental organizations, nongovernmental organizations, media, educational institutions, researchers, and the corporate sector, is vital. This chapter provides an overarching understanding of how various stakeholders influence refugee integration and how they can assist employers in promoting the cause.