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In this study of Korean and US negotiators, the authors aim to demonstrate limits on the presumption that inter‐cultural negotiations are doomed to generate low joint gains.

In a laboratory study with 45 bi‐cultural Korean students and 47 mono‐cultural American students, the authors created a total of 16 US‐US, 15 Korean‐Korean, and 15 US‐Korean dyads. The authors audio‐recorded their negotiation conversations and analyzed the content of the negotiation transcripts. The authors focused on the use of pronouns and coded how they were used and the impact this use had on the outcomes of the intra‐ and inter‐cultural negotiations.

Results show that inter‐cultural dyads generate higher joint gains than Korean or US intra‐cultural dyads. The explanation based on social awareness and social distance theorizing shows that inter‐cultural negotiators, one of whom is bi‐cultural, who use language, especially the pronoun “you” to close social distance, achieve higher joint gains than intra‐cultural negotiators who do not.

The authors conclude that the language people use in social interaction, especially pronouns, is an indicator of social awareness and signals attempts to close social distance.

This research demonstrates that the way negotiators use language predicts their economic outcomes.

This exploratory study describes an empirical comparison of organization citizenship behavior (OCB) between samples from the United States and Romania. The economic and work environment distance between the U.S. and Romania was theorized to result in a dissimilar structure and strength of good citizenship behaviors and differential contributions of OCB to productivity. Data from Romania produced a unique factor structure with lower factor scores than those of the comparable organization in the United States. The citizenship behaviors in both countries were positively related to productivity, but links were stronger in the U.S. There were significant differences in the individual citizenship behaviors and productivity between the U.S. and Romania. National and organizational cultures appear to be significant determinants of OCB. The results are interpreted with respect to the stage of development, histories, and economies of the two countries.

When two regional institutes of technology merged in 2016, it created a singular opportunity for disruption to business-as-usual and for organizational transformation. The new entity’s strategic intent is to be regionally relevant, learner-centric, sustainable, and innovative in delivery. Overarching all these considerations is an emphasis on relationships with our community, and demonstrating leadership in the re-positioning of culture at the heart of everything we do. Aotearoa New Zealand is a nation that prides itself on our dual heritage (Māori and European), and the way in which this is reflected in all public sectors in a commitment to a contemporary, bi-cultural framework. The core principles of partnership, protection and participation (Ministry of Justice, 2016) are the means by which legislation, public policies, and curriculum development should be judged. Yet Māori educational achievement lags behind that of non-Māori by 9.5% in degree completions (Marriott & Sim, 2014). Boosting achievement of Māori is a key government priority (Tertiary Education Commission, 2016) and organizational imperative.This chapter describes our cultural milieu and institutional vision, discusses the ways in which core values from Māori culture have informed curriculum development, and offers a pathway toward organizational sustainability. We outline how these different ways of thinking are being communicated to our students, staff, partners, and stakeholders, and how we expect to add value to the learning experience, and relevance to our own society and the wider global community. We emphasize that leadership and strategies directed toward sustainability, must and should begin with an understanding of organizational cultural identity - who we are, where we stand, and what we stand for.

This study investigates whether public accountants in the United States and Taiwan perceive the motivational factors (risks and benefits) surrounding unethical business practices differently because of national culture. The study was based on the general proposition that perceptions would differ because of the closeness of the in‐group being harmed or benefited. Subjects provided perceptions of legal, loss‐of‐face, and reputational risk and of psychic and financial gain for eight unethical business practice scenarios. The findings supported the general proposition in terms of risk perceptions, but not in terms of gain perceptions.

This paper is the result of empirical field research conducted in Alsace, a bi‐cultural area of France controlled by Germany from 1870 to WWI, by France between the World Wars, and by Germany during WWII. The objective of the study is to contribute to the understanding of small‐scale entrepreneurs who traditionally controlled the distribution of livestock in this bi‐cultural and multi‐lingual region.

This paper gives an account of the livestock distribution system, which prevailed in Alsace, until the Second World War. It uses qualitative methodology, based on oral testimonies of retired entrepreneurs and verified by means of triangulation.

The findings in this paper indicate that, in this region of traditional rivalry between French and Germans, the sector was dominated by family enterprises speaking Jédich‐Daitch, serving as a middleman minority, and dealing between French‐speakers and German‐speakers, who did not trade with one another.

This paper shows that, while much literature shows that middleman minorities now exist around the world, it also reveals that the concept of middleman minority existed centuries ago, in the food sector; the arrangement allowed farmers to specialise in agriculture, while specialised entrepreneurs bought and sold livestock and also provided credit to farmers. This paper is of interest to historians and anthropology/management/sociology scholars of entrepreneurship, as well as practitioners in the livestock industry.

The purpose of this paper is to bring to light the double edges faced by individuals who have international and multicultural experiences. The implication is that these individuals encounter acculturation challenges, and also gain from their multiculturality. The authors adopt Berry’s (2011) integration and multiculturalism framework to analyze the experiences and challenges that multi-culturals face. This paper suggests ways to glean the silver lining within organizations to help manage and master multicultural experiences in the workplace to benefit both individuals and organizations.

The authors used empirical materials from expatriates who have worked across multiple cultural contexts. Based on these the authors present three examples to illustrate how expatriates and multicultural individuals place themselves in situations where they experience contact and challenges associated with adopting multiple cultures. The authors then analyze these examples to show how the experiences involve psychological-level integration challenges for Multi- and n-culturals.

The three multicultural expatriate examples suggest that individuals with international and multicultural experiences who are successful at managing their experiences develop cognitive and behavioral complexity. However, these individuals also face continuous acculturation including cognitive and ethno-cultural identity conflicts such as, rejection from multiple cultural perspectives because they continually cross-multiple cultural microcosms. Suggestions are presented to help maintain one’s sense of self-worth and minimizing ethno-cultural conflicts.

Notwithstanding the value of analyzing the examples of expatriate acculturation experiences, the limitation to the examples is that it is limited to the experience of three individuals. However, the examples were effective in raising points to discuss relevant challenges and/or the double-edged reality faced by boundary spanners, multi-, and n-culturals.

The paper presents possible ways multi- and n-culturals navigate through their multiculturalism, including suggestions to help individuals who struggle with their multiculturalism through mentoring.

The paper highlights the challenges of acculturation and suggests ways that individuals can overcome these challenges. It further suggests how organizations can take advantage of such individuals by utilizing existing personnel within the organization.

The paper is one of the few that acknowledge multiculturalism is highly challenging even for successful multi-culturals and n-culturals. Currently the literature is scant concerning how individuals can manage and master multicultural experiences in the workplace. The paper suggests a number of useful strategies for individuals and organizations to manage the challenges.

The purpose of this paper is to demonstrate paradoxes in the development of organizational cultural problems – paradoxes that go undetected by people involved in them. The paper explains why these paradoxes remain undetected, and shows how their “invisibility” is a foundation for the development of “cultural problems”.

The approach is phenomenological, in that it explores how actors in cross‐cultural settings understand “difference” and thereby socially construct “cultural problems”.

Three interrelated paradoxes are uncovered: In dyads, actors perceive two‐way “cultural difference” as being one‐way. “Difference” thus becomes embodied in the “other” – “the other” alone is “different” and “difficult”. In bi‐cultural organizations, perceptions of “the other” as “different” and “difficult” encourage the formation of in‐groups and out‐groups that lead to “cultural problems”. “Difference” becomes embodied in “the others” while “cultural problems” that are the results of their own actions are also embedded in “the others”. In multicultural organizations these understandings break down. “Difference” becomes disembodied, and “cultural problems” become embodied in “difference”. More cultural differences thus engender fewer “cultural problems”.

The novel theoretical part of the study is so far untested. The paper thus calls for studies that apply the developed theoretical approach. The ethnographic observations that support the existence of the multicultural paradox are preliminary and ongoing.

The novel theoretical approach can immediately be applied to other organizational issues.

This paper introduces, for the first time, the Buddhist concept of anatta in the analysis of organizations. The theoretical approach is new, and can be applied to further studies of organizational problems.

A key challenge facing organizations today is sustainability in economic, environmental, and social arenas. The purpose of this paper is to examine flexible work arrangements (FWAs) a source of social sustainability.

Drawing from theoretical explanations of social sustainability, the authors explored opportunities and challenges of FWAs as social sustainability in the American workforce.

While FWAs allow organizations to “sustain” their workforce, diverse employees face challenges in accessing them, particularly across dimensions of gender, race, and class. The paper offers guiding principles for organizational leaders, including making flexibility an organizational norm, better understanding employees' lives outside of work, and creating metrics of social sustainability.

To extend knowledge on FWAs as a source of social sustainability, researchers should focus beyond managerial, professional, and mostly White women in America. What can be learned about employees of color, of lower socioeconomic levels, and those in location‐dependent jobs? What can be learned from companies and countries, who are leaders in providing flexible options?

Given the potential for FWAs to minimize tensions from conflicting demands of work and life, efforts to employ FWAs should be directed at the entire organization. This paper discusses the differential impact of FWAs across different groups of women and questions current organizational responses.

The paper expands the understanding of social sustainability to include an organization's human resources by examining the use of FWAs for diverse women, and by offering suggestions for practitioners and researchers interested in social sustainability.

As the world becomes a global labour market, attention must be directed to integrating persons of different cultures and values into the work environment of the host country. Nursing is a profession that involves significant socialization during the training process, and different cultural values. Nursing is also a profession subject to burnout, resulting in decreased personnel effectiveness. Examines the work environment of Philippine nurses in their native country and a comparison sample of American nurses in the USA. Identifies several significant differences. Burnout was also assessed in both countries, with results indicating significant differences. Discusses results with respect to the different social‐work environments, national value systems, integration of Philippine nurses into US hospitals, and management for reduced burnout. Although this study used nurses from the Philippines and the USA as subjects, the methods are applicable across other cultures. The results of the study indicate several areas for beneficial future research.

The purpose of this paper is to present findings from an experiment designed to test the impact of crowding perceptions (both human and spatial), emotions (positive and negative) and shopping values (utilitarian and hedonic) on shopper satisfaction. Culture is explored as a moderating variable with the expectation that it systematically affects perceptions and values, which, in turn, influence the shopper's experience with the store.

Data were collected via a 2×2×2 full factorial between subjects design with two variables, one manipulated and one measured. The two manipulated variables were spatial density (high versus low) and human density (high versus low). The measured variable was country of origin, where subjects were coded as either American or Australian.

Culture moderates the effects of perceived spatial crowding as well as both hedonic and utilitarian shopping values on shopper satisfaction. Specifically, the adverse effect of perceived spatial crowding on shopper satisfaction is less pronounced for Australians than is the case for Americans. With respect to both utilitarian and hedonic shopping values, the positive relationship between shopping values and shopper satisfaction is greater for Australians than for Americans.

Shopping has been generally described by Rintamaki et al. as “relativistic, because it involves preferences among objects, it varies among people, and it is specific to the context”. This paper demonstrates that culture clearly affects shopper's perceptions and shopping values, which in turn affect shopper satisfaction. It is reasonable to speculate that these effects would be even more pronounced had countries with greater cultural distance been examined.