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In the study of expatriation and expatriate adaptation, there are limited studies that focus on issues faced by expatriates working in foreign countries with very distinct cultures. This study aims to explore this idea through the experiences of western expatriates working in the Kingdom of Saudi Arabia (KSA). Two research questions were posed to examine the cross-cultural issues and challenges faced by expatriates in the KSA, as well as the role of cross-cultural training in expatriate adjustment.

The study was guided by an interpretivism paradigm through a qualitative method by using a semi-structured in-depth interview approach. Interviews were conducted among 12 expatriates from the USA and UK who are currently working in KSA.

A coding technique and theoretical thematic analysis was conducted to analyze the data. The results of this study highlighted three key themes that had a considerable influence on expatriates’ adjustment, in particular: culture shock, lack of pre-departure training and the demand for an extensive cross-cultural training.

It is acknowledged that the existence of sub-cultures within the KSA would expose the respondents to varying cultural values within the community. Thus, future studies within a similar context should consider the influence of intra-cultural variations.

The findings of the study emphasized on the importance understanding the cultural gap between home and host country and the individual cultural awareness of the expatriate. It calls attention to the need for a tailored and extensive pre-departure, cross-cultural training and a collaborative effort between employees’ and managers to improve expatriates’ motivation and retention.

Using intersectionality and introducing newer developments from critical cross-cultural management studies, this paper aims to discuss how diversity is applicable to changing cultural contexts.

The paper is a conceptual paper built upon relevant empirical research findings from critical cross-cultural management studies.

By applying intersectionality as a conceptual lens, this paper underscores the practical and conceptual limitations of the business case for diversity, in particular in a culturally diverse international business (IB) setting. Introducing newer developments from critical cross-cultural management studies, the authors identify the need to investigate and manage diversity across distinct categories, and as intersecting with culture, context and power.

This paper builds on previous empirical research in critical cross-cultural management studies using intersectionality as a conceptual lens and draws implications for diversity management in an IB setting from there. The authors add to the critique of the business case by showing its failures of identifying and, consequently, managing diversity, equality/equity and inclusion (DEI) in IB settings.

Organizations (e.g. MNEs) are enabled to clearly see the limitations of the business case and provided with a conceptual lens for addressing DEI issues in a more contextualized and intersectional manner.

This paper introduces intersectionality, as discussed and applied in critical cross-cultural management studies, as a conceptual lens for outlining the limitations of the business case for diversity and for promoting DEI in an IB setting in more complicated, realistic and relevant ways.

The trend in education is shifting toward a greater concern with learning. In this new model, teachers are required to constantly reflect on their pedagogy to sustain student interest and engagement. This reflective inquiry is particularly important when the teacher and students are of different language and culture as in the case of Zayed University, UAE. Such cross-cultural context often complicates the learning environment resulting in confusion, stress, and frustration for faculty and students. It also results in a reduced teaching effectiveness and a need to regularly adapt tried methods of teaching in Western universities with the educational background of students. This process requires deep reflection and cultural adjustment. This study therefore investigated the challenges, critical inquiry, and adjustments of Western faculty in the delivery of an American curriculum taught in English to Emirati female students. The study also sought to derive a theoretical model explaining faculty reflective processes in cross-cultural classrooms.

This paper examines the cross-cultural internship teaching experience of a mainland Chinese student of a Master's program on adult education in a Macao university.

Using autobiography, the data were collected from the teaching journals, biographical notes, and deep reflections of the student teacher, tracking the whole process of cross-cultural internship teaching. The data were analyzed in a grounded way, by scrutinizing the process to overcome the difficulties and challenges encountered in the two-month internship teaching period.

Three key themes were identified: (a) constructing relationship with mentor teacher as the key condition; (b) classroom interaction as an important influencing factor; (c) professional identity as the result of the learning-to-teach process. Furthermore, this paper reveals an adaptation process during the internship, where the student teacher went through three phases, namely, novice anxiety, adjustment, and ability acquisition.

This paper’s analysis on the internship teaching experience reflecting practical issues in the process has extended the literature of academic adaptation in internship learning of non-local students. Based on this cross-cultural student case under the unique mainland China-Macao cross-border context, some suggestions are provided for university policy makers and educators in Macao.

This paper provides an insightful perspective to the common problem facing many global leadership educators across the U.S.: helping students understand “global leadership” while they sit in U.S. classrooms. The instructor of an undergraduate leadership course addressed this problem by recreating for U.S. students in local “cultural groups” a “culture shock” similar to that experienced by expatriates in foreign cultures. The culture shock experience is important for cross-cultural leadership development because culture shock produces challenges of uncertainty, anxiety and stress similar to those challenges needed to be overcome by an effective cross- cultural leader. The author discusses course structure and design (i.e. experiential-reflection project utilizing participant observation to write multi-stage report) along with student feedback, illustrating that teaching global, cross-cultural leadership can start in one’s backyard.

After deciding to become agile, many information technology (IT) units struggle; they underestimate the needed managerial expertise to alter their current culture toward an agile one, particularly when cross-cultural (f)actors are involved. Given that work values are the key to an organizational culture, the study derived a set of agile work values of culturally diverse IT professionals together with a set of well-known generic work values. Consequently, the authors illustrate that managers in charge of the transition to an effective agile culture must pay serious attention to the specific value constellations of its often highly diverse workforce.

A literature review resulted in an initial list of agile work values. Then, mainly through a Delphi round, 12 agile-specific work values were established. These were survey rated, along with the validated set of 18 generic work values, by 102 British and Indian IT professionals in a digital service and consulting firm that was requested by its client to become agile. The observations made in 14 feedback group-interview-type dialogs enriched the surveyed data further.

In the current exploratory study, four generic value dimensions were complemented by two agile-specific ones: team communication and shared responsibility. Among the British and Indian (on-site and offshore) workers, only 2 of the 30 current work values were shared while 7 significant value differences were found, explaining the noted employee bitterness, productivity losses and client disengagement. This situation was reflected in the many discrepancies between the professionals' ideal agile way of working and how their unit was currently functioning.

The multi-method study shows an over-optimistic approach to becoming agile in a common cross-cultural context; insights are gained on how to optimize agile ways of organizing IT work when British IT workers collaborate with Indian IT workers. It may benefit many agile practitioners and managers working with(in) cross-culturally mixed and partly remote teams.

In this paper the research on gender and Full-Range Leadership is documented and explored. Included is consideration of research that studied Full-Range Leadership directly as well as indirect study that contributed to the field of research on Full-Range Leadership. The paper culminates in a series of recommendations for future research. It is hoped that these will help to move the field from documenting the differences or similarities of leadership (or perceptions of leadership) between women and men, to studying why these differences might exist. Additional recommendations are included that will help transport the value of this research from the pages of scholarly journals into organizations, communities, and the workplace.

Drawing on the dual process theory and the cultural dimension of power distance, the current research investigates the impact of a specific service clue—the linguistic style of address forms (salutation) in hotel manager letters to guests—on customer satisfaction in a hotel context in Ecuador.

Following an experimental design research approach, this research conducted a series of two studies to examine how customers' cultural values (high vs low power distance), linguistic style of address forms (formal vs casual) and service valence (service success vs service failure) together influenced customer satisfaction. Specifically, Study 1 examined the service success condition, and Study 2 investigated the service failure condition.

The research results show that, in the service success condition, customers follow their distinct cultural orientations (high vs low power distance) when responding to the different linguistic styles (formal vs casual). On the other hand, in the service failure situation, as customers desire for expressions of respect that can be reflected in a formal address form, the level of satisfaction is lower when the casual address form is used in guest communications, regardless of customers' cultural orientations in power distance.

This research adds to existing cross-cultural service research, particularly in terms of service valence, and provides practical implications for enhancing service providers' cultural awareness and sociolinguistic competence to effectively communicate with customers from diverse cultural backgrounds.

This article presents fieldwork perspectives and research reflexivity gained from the cross-national research team, with the aim of promoting better qualitative research practices in transnational research. It focuses on how the team incorporates diverse cultural perspectives and insider and outsider roles to enhance the research in the data collection process.

This article is drawn from the authors' qualitative research with 25 Japanese retirees in Thailand, addressing cultural challenges encountered by researchers in the cross-national team when conducting field research.

Our findings indicate that researchers with an emic view in the cross-national team who shared nationality and cultural background as the participants facilitated an effective recruitment process and productive collaboration in data gathering. They also served as cultural brokers, tailoring smooth communication during interviews on certain cultures, participant traits and sensitive issues. On the other hand, the outsiders helped the team uncover more transnational issues that the insiders had overlooked. Additionally, combining emic and etic perspectives helps to avoid ethnocentric narratives or purely etic and emic conclusions.

This article addresses a gap in the methodological reflections in transnational research that remains largely overlooked. Our reflection highlights the advantages of cross-national teams, which include researchers from emigration and immigration countries. Their status and roles as insiders and outsiders significantly facilitate a positive impact on the research process and increase the extent of investigating the complex cultural dynamics of transnational practices. The incorporation of emic and etic perspectives is suggested in the methodological approach for transnational migration research.

A number of studies have shown that internet banking (IB) implementation is not only determined by banks or government support, but also by perceptions and experience of IB users. IB studies have showed encouraging results from academics in developed countries. Yet little is known about the user adoption of IB in Lebanon. The purpose of this paper is to investigate the factors that may hinder or facilitate the acceptance and usage of IB in Lebanon.

A conceptual framework was developed through extending the unified theory of acceptance and use of technology (UTAUT) by incorporating two additional factors namely; perceived credibility (PC) and task-technology fit (TTF). A quantitative approach based on cross-sectional survey was used to collect data from 408 IB consumers. Data were analysed using structural equation modelling based on AMOS 20.0.

The results of the structural path revealed that performance expectancy (PE), social influence, PC and TTF to be significant predictors in influencing customers’ behavioural intention (BI) to use IB and explained 61 per cent of its variance, with PE was found the strongest antecedent of BI. Contrary to the UTAUT, the effect of effort expectancy on BI was insignificant. In addition, both BI and facilitating conditions were found to affect the actual usage behaviour and explained 64 per cent of its variance

This study would be helpful for bank managers and policy makers to explain the currently relatively low penetration rate of IB in formulating strategies to encourage the adoption and acceptance of IB by Lebanese customers, where IB is still considered an innovation.

This study is the first research that extend the UTAUT by incorporating two additional factors namely; PC and TTF to study the IB in the Lebanese context. This study contributes to the research on computer technology usage by looking at IB adoption and incorporation into the lives of customers via the BI to use and actual usage of IB in Lebanon.