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International assignments are becoming more and more typical parts of a managerial career. As an outcome, cross‐cultural leadership competencies are required within international companies. Still, real cross‐cultural leadership interaction between expatriate managers and their local subordinates has not been much studied. In the light of this, the goals of the present study were to analyse whether and how expatriate managers adjust their leadership style due to cross‐cultural differences, and whether and how local subordinates perceive the styles of expatriate managers to differ from the styles of local managers after possible adjustments. The data were collected by interviewing Finnish expatriate managers and their Indonesian subordinates in real cross‐cultural business settings with a bicultural interview team.

The paper addresses the influence of culture and gender on the choice of a management career among men and women MBA students in Israel, the USA, the UK, Turkey, Cyprus, Hungary and India. The culture by gender comparison enabled an examination of five theories: two that focused on culture (Hofstede's and an application of Schneider's ASA model) and three that focused on gender (evolutionary theory, social role theory and social construction theory). The five theories have contradictory predictions about the relative influence of culture and gender.

Seven hundred and forty‐seven MBA students (390 male and 357 female and approximately 100 in each country) responded to a self‐report measure that was assembled especially for the purpose of the study.

The findings showed large cross‐cultural differences and small gender differences in the influences and aspirations associated with a career choice in management.

The findings support Hofstede's research and social construction theory, which predicted the cross‐cultural differences. They provide some support for social role theory, which predicted both gender and cross‐cultural differences, and very limited support for evolutionary theory, which predicted large and universal gender differences, and for the application of Schneider's ASA model, which predicted no cross‐cultural differences.

The findings are important in light of the small percentage of women in top management positions and the view of an MBA as means for breaking through the glass ceiling into top management. The findings can be translated to recommendations for encouraging women's entry into management.

The existence of variable response styles represents a major threat to the correct interpretation of market research findings. In international marketing, this threat is further increased due to samples of respondents from different cultural backgrounds. The purpose of this paper is to extend the investigation of differences in cross‐cultural response styles by studying full response patterns instead of extreme values, quantify the extent of the potential mistake of not accounting for cross‐cultural differences in response behaviour and present a simple way of testing whether or not data sets from various cultural backgrounds can be used without correcting for cross‐cultural response styles.

Two independent data sets are used. Extreme response style (ERS) scores are compared by testing for equality of proportions. Respondents' answer patterns are partitioned using the k‐means algorithm, the resulting differences between cultures tested using a Fisher's exact test for count data. The extent of inter‐cultural difference in responses is assessed using ANOVA.

Asian and Australian respondents differ significantly in ERS and full response patterns. Differences in cross‐cultural response patterns account for up to 6 per cent of the variance in the data, thus representing a significant potential source for misinterpretation in cross‐cultural studies.

International market researchers using samples including respondents from more than one cultural background have to be aware of the potential source of misinterpretation caused by cross‐cultural differences in response patterns. A simple ANOVA‐based procedure allows researchers to determine whether data can be used in its uncorrected form.

The paper investigates cross‐cultural response styles for new groups of respondents (Australian vs Asian), extends the study from the investigation of extreme values to full response patterns and gives market researchers in the international marketing context an indication of how high the level of potential misinterpretation can be and presents a simple means of checking how necessary it is to account for cross‐cultural differences in response behaviour.

Notes that methodological problems are hampering the growth of cross‐cultural marketing research and presents a review of methodological issues to address these problems. Organizes these issues around a six‐step framework which includes elements such as problem definition, the development of an approach and research design formulation. Notes that the marketing research problem can be defined by comparing the phenomenon or behaviour in separate cultural contexts and eliminating the influence of the self‐reference criterion. Discusses issues in data analysis such as treatment of outliers and standardization of data. Concludes with an interpretation of results and report presentation.

Cross-cultural research constitutes a pivotal topic for marketing; however, the literature indicates that there are a few studies analyzing social media reviews from a cross-cultural perspective using cultural proximity (supra-national level) as a proxy of culture. Therefore, the purpose of this study is to identify cross-cultural differences in service evaluations and specifically, in hotel appraisals among tourists from Central, Eastern (including Post-Soviet States), Northern and Southern Europe.

A quantitative approach has been taken by studying online user-generated ratings of hotels on Trip Advisor. In total, 1,055 reviews of five hotels in Greece were used for the study.

Multivariate analysis of variance and analysis of variances results confirm cultural differences in overall service evaluations and attributes (value, location, sleeping quality, rooms, cleanliness and service) of tourists from various European regions. Specifically, Eastern Europeans uploaded more reviews than any other European group, whereas Northern Europeans were more generous in their appraisals than Eastern, Southern and Central Europeans.

The results of the study could be used for segmentation purposes of the European tourism market and for recognizing, which aspects of their services need to be improved based on the segments they serve. Moreover, managers should encourage Northern and Eastern Europeans to upload their reviews as both groups are more generous in their evaluations. Moreover, the findings are useful to marketers of other services.

To the author’s knowledge, this is the first study that examines cross-cultural differences in hotel appraisals from a supra-national perspective including developed (Northern and Western Europe), developing (Southern Europe) and emerging tourism markets (Eastern Europe).

The purpose of this paper is to develop the mindfulness construct in Thomas’ (2006) cultural intelligence (CQ) model and identify three mindfulness facets based on the mindfulness literature: empathy, open-mindedness and using all senses. Relationships among mindfulness, cross-cultural knowledge and cross-cultural behavioral ability are explored.

A case study of two French banking institutions operating in the USA is used incorporating multiple sources of data: participant observations, primary public and private documentation sources, archival records, secondary data and open-ended interviews with a key informant.

The two organizations showed similar emphasis on cross-cultural knowledge but differences in cross-cultural behavioral ability. These differences were traced to the posited mindfulness components of empathy, open-mindedness and using all senses.

The two-sample case only provides emerging evidence of the role of mindfulness in linking cross-cultural knowledge to behavioral ability and will require validation through empirical studies to test for significance of relationships among these CQ facets.

Thomas’ (2006) CQ model and the authors’ understanding of its underlying mindfulness components provide insight in predicting cross-cultural potential of employees and designing customized employee training to help organizations meet the needs of a globally diverse workplace.

The development of mindfulness qualities should improve interactions among individuals in any organizational setting, with added benefit of bridging cross-cultural differences.

This paper helps extend research on CQ facets using a qualitative method incorporating multiple sources of evidence to explore the mindfulness CQ construct.

Studies of cross‐cultural differences in conflict management behavior are reviewed. This review shows that existing studies are difficult to interpret, because researchers applied Western theories and Western measures to non‐Western cultures, without testing the cross‐cultural equivalence of the constructs and the measures and without searching for emic constructs that might contribute to an understanding of non‐Western behavior. These three problems are discussed, and guidelines to help researchers avoid these problems are proposed.

In this age of the global economy, cross‐cultural negotiation is becoming an increasingly important part of the management and marketing process for nearly every firm. Compares the cross‐cultural negotiation behaviour and differences in the perceived processes between those firms which consider themselves North American‐focused and those firms which report a worldwide or international outlook. Proposes several hypotheses, reports significant differences between the two groups and provides analysis.

This study examines the method of scenario analysis as a means of exposing hidden assumptions which cause misattributions that lead to multicultural conflict and as a way of assessing cross‐cultural understanding. Results from thirty‐five critical incident interviews of technical professionals and semi‐structured scenario questionnaires from graduate business and engineering students are presented. The results provide support for the use of scenarios as a method of exposing hidden assumptions leading to multicultural conflict and as a process which helps participants deal with the conflict. Implications for organizational research and practice are discussed, including the use of scenario analysis as an evaluation and measurement tool for culturally‐related conflict in organizations.

This paper aims to explore cross-cultural differences in perceived ethicality of negotiation strategies among China, Taiwan and Canada by examining five categories of strategies often used in business negotiations.

This paper uses a survey method to investigate a group of over 600 business students’ opinions on the ethicality of a variety of negotiation strategies often used during the bargaining process.

The results show that the Chinese both from the mainland and from Taiwan consider it more appropriate to use ethically questionable negotiation strategies than Canadians. In addition, significant gender differences are found for Canadians, in that male Canadians are more likely to consider it appropriate to use ethically questionable strategies in all five categories than females, while no gender differences are found for mainland Chinese in all but one category, with a moderate level of gender differences found for the Taiwanese.

The findings of this paper help explain why there are different understandings toward what is ethical and what is not in negotiations, which can be used to better equip practitioners to accurately label and understand negotiation strategies they may otherwise deem unethical. A better understanding of cross-cultural differences in business ethics can also help practitioners avoid the feelings of anger and mistrust toward their opponents and thus avoid using tactics that might incite more anger and hatred from the other party.

This paper contributes to the cross-cultural literature on ethical attitudes and behaviors and helps us better understand cross-cultural differences in business ethics in a negotiation context. This paper narrows this gap by empirically validating some of the Western findings in China and Taiwan. The results also provide support for a set of commonly accepted strategies to be used in business negotiation.