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In this contribution, we systematically review the extant global leadership literature to identify important bibliometric and thematic patterns in evidence in this evolving field of scholarship. Conceptualizing the phenomenon to include leaders/managers/supervisors who hold global, expatriate, or international positions, we draw out insights accumulated from a total of 327 published articles in key management and organizational behavior journals listed in Scopus. Our analysis proceeds in two sequential phases. Our bibliometric analysis first identifies the most cited articles, most published first authors, country bases of first authors, and frequently publishing journals in this field. This characterizes both the diversity and innovative nature of scholarship in the field. Our thematic content analysis, generated through Nvivo 11, isolates two dominant overarching themes that represent the wellspring for the body of literature, namely global leader development and global leader effectiveness. These themes of development and effectiveness are further explicated through six distinct lenses namely cultural, cognitive, learning, personality trait, social/relational, and political. These lenses are underpinned by a suite of theoretical perspectives encompassing individual, system, and contextual considerations. In combination, these sets of analyses bring added systematics to the field and serve as a point of departure for future inquiry.

Different researchers look at cross‐cultural management from different perspective. By identifying six perspectives, this study aims to help researchers identify lacuna and helps the field by identifying under‐researched areas.

Through a literature review of papers directly or indirectly linked to cross‐cultural management, cross‐cultural psychology and studies on stereotyping.

The paper starts with a riddle. Why has the UK, a culturally homogeneous society, experienced 18 racial riots since the 1980s whereas Malaysia, a culturally heterogeneous society, has experienced none? This fact can be understood through six perspectives. These are named the classical approach, the anthropological approach, the psychological approach, the stereotyping approach, the knowledge management (KM) approach and the systems thinking approach.

There are three key points. First, understanding perspectives allows researchers and practitioners to know where they and others are coming from. Second, it allows researchers to identify under‐researched areas. Third, the point is made that classical studies were focused on understanding the past while emerging fields (KM and systems thinking) is more geared towards shaping the future.

This paper aims to consider the role and influence of social capital (SC) on knowledge management (KM) and sets out to develop an understanding of the importance of the impact of the cross-cultural environment on this relationship.

According to the notion, in this study, the relationship between two essential aspects in management and business, SC on KM practices, has been analyzed. By applying a descriptive and correlational method, the impact of various dimensions of SC on KM in a cross-cultural setting has been investigated, and required data has been obtained through questionnaires consist of 30 items, which is prepared for a sample of 232 people.

Although the findings are varied, the results indicated that there is an important relationship between SC dimensions and KM in the research environment, which is cross-cultural.

First, as the data derived from different branches of a big company in Iran, its results cannot be easily extended to other contexts. Therefore, future streams of research can expand the scope of this paper into other contexts with different characteristics. Moreover, the sample of this paper is taken from different communities (branches) which increase the variety of personality features in distinct cultures. Thus, further research can stress a particular organization/ branch to avoid the problem of cultural variation and focus on a more homogenous sample. Finally, this study targeted a big organization in the IT sector. However, future studies can investigate another type of firm (e.g. small and medium firms) in different sectors (e.g. manufacturing, food sector, etc.).

In this research, using scientific and practical methods, the impacts have been examined carefully and deliberately to assist the managers of organizations in theoretically and managerially as these outcomes contribute to the development of a new concept called cross-cultural in knowledge management and social capital, and support organizations to cope with the implications of this concept.

There is not much empirical research on cross-cultural settings and its effects on management, finance and business, especially on correlations between KM and SC. This investigation tries to fill this gap and explain the ways, which companies can use SC for enhancing their effectiveness of KM by considering culture diversity impacts.

Using the case of a cross-cultural setting, the purpose of this paper is to compare perceptions of students towards face-to-face learning and blended learning. A social constructivist perspective is used which implies that cultural data are in fact social constructs made on the basis of the participants’ own cultural thought patterns and the concepts and categories to which they are socialised within learning organisations. This paper aims to discuss these issues.

Perceptual evidence forms the primary qualitative and quantitative data for this study. The paper uses social constructivist approach with empirical data in developing the notion that cross-cultural management is a process whereby people, through social interactions, acquire participative competence for working in cross-cultural settings.

Perceptual data emerging from this study point out that considering the learning objectives of a cross-cultural context are paramount when engaging in cross-cultural management curriculum and teaching design. Such social contexts, while complex and challenging, is often a perfect opportunity where cross-cultural competence can be developed.

The value of the study lies in the original insights it offers into student experiences and the challenges to adopt a “one size fits all” strategy in a cross-cultural setting.

The purpose of this paper is to offer a framework for the analysis of the power dynamics shaping the emergence of hybrid management systems in sub‐Sahara Africa. It aims to achieve this by showing how insights from postcolonial theory can further enrich cross‐cultural management theory.

The mainstream perspectives in current cross‐cultural management literature are reviewed as a basis for the development of a theoretical framework that emphasises cross‐cultural interaction and a consideration of the power dynamics surrounding non‐profit organisations operating in a sub‐Saharan African context is integrated. Drawing on the metaphors of mimicry and hybridity, this paper argues that postcolonial theory offers an avenue for theorising cross‐cultural interaction and the power dynamics surrounding these cross‐cultural encounters. Examples chosen from the author's ongoing work in the NGO sector in the Eastern Cape, South Africa serve as illustrations of how the analytical framework might generate insights into the workings of power dynamics shaping the emergence of hybrid ways of managing and organising.

It is argued that through a focus on interaction and the surrounding power relations, this framework allows for a more contextualised understanding of the emergence of hybrid management systems in non‐profit organisations.

The paper shows that, f cross‐cultural management theory hopes to inform the practice of non‐profit management in sub‐Sahara Africa, it is imperative the power dynamics at work are clearly understood.

Many people moving into a new culture for work or study do so without prior cross‐cultural training, yet successful cultural adaptation has important ramifications. The purpose of this paper is to focus on cross‐cultural impression management as an element of cultural adaptation. Does cultural adaptation begin by paying strong attention to nonverbal cues in a host culture? How is that attention converted into knowledge, and how do people use such knowledge management during impression management within the new culture?

The method was qualitative. In total, ten international students at an English university were recruited. All originated outside the European Union and each took part in a one‐hour structured interview. The transcripts were analysed through thematic analysis.

International students adopted cross‐cultural impression management strategies in order to enhance successful adaptation to the new host culture. Students consciously processed knowledge about nonverbal behaviour norms through everyday interactions. They audited knowledge deficits by detecting differences between the host norms and their home culture's norms. The motives for this included desiring to maximise rewards from situations.

The findings imply that being in a new culture makes people “high self monitors”. They are more aware than usual about their own and others' nonverbal behaviours. The findings tell us about how cultural adaptation begins.

This appears to be the first in‐depth qualitative research examining cross‐cultural impression management by international students and deducing implications for expatriates.

Organisations operate in diverse cultural environment, which is a challenging task due to absence of cultural knowledge and difficulty in adapting the native culture that usually leads to expatriate failure. In this context cultural intelligence plays an important role in the adjustment of employees. The purpose of the study is to examine the mediating role played by cultural intelligence between cross-cultural training and cross-cultural adjustment relationship. It further analyses the moderating role of cross-cultural training and types of expatriate between cultural intelligence and cross-cultural adjustment relationship.

Set in a large culturally diverse emerging economy context, data have been gathered from 530 managers working in banking sector. Data have been duly assessed for reliability and validity.

The results revealed that cultural intelligence mediates cross-cultural training and cross-cultural adjustment relationship. Evidence from the analysis further suggests that cross-cultural training and types of expatriate moderate the relationship between cultural intelligence and cross-cultural adjustment. Lastly, the managerial and theoretical implications have been put forth for practical and academic perusal.

The study is cross-sectional in nature and data have been collected from single source.

Organisations should design such training programmes, which motivate the managers to successfully complete out of home state assignment and help them to adapt in the cross-cultural situations.

Culturally intelligent employees/managers are able to communicate with people belonging to diverse culture, which results in building trust, loyalty and cordial relationship amongst the people. This will create the feeling of unity in the society thereby bringing national as well as global peace.

The study develops the extant literature on cross-cultural training and types of expatriate as effective intercultural instruments to enhance the capability of the managers to interact and adjust in host region environment.

In the process of cross-border mergers and acquisitions (M&A), the social capital of enterprises is dynamic. In this context, cross-cultural competence plays an important role and can affect the transformation process of social capital and further influence the realisation of M&A performance. However, there is still not enough research on the process of social capital transformation and corporate cross-cultural competence. This study aims to explore the influence mechanism of social capital and the cross-cultural competence of enterprises.

In this paper, four typical manufacturing M&A case studies were analysed and a grounded theoretical analysis process was used to explore the structure of cross-cultural competence and its impact on the dynamic process of social capital.

The results of this study imply that social capital experiences three stages of transformation in the process of M&A. There are also four dimensions of corporate cross-cultural competence, which are composed of various factors. These all affect the dynamic process of social capital through different influence mechanisms.

According to the results, a mechanism model was composed to determine how corporate cross-cultural ability affects the social capital process. This is of practical significance as it can enhance the performance of M&A integration in a cross-cultural context.

The paper aims to conceptually explore customer‐to‐customer interaction (CCI) in a cross‐cultural context; and to identify research opportunities in the field of cross‐cultural CCI.

The paper analyses consultations both with CCI experts and cross‐cultural management experts.

Cross‐cultural customer‐to‐customer interaction (CC‐CCI) is shown to have received very little research attention. The relevance of CCI to hospitality management is highlighted and opportunities for future investigations are identified. CC‐CCI is shown to be conceptually quite complex.

For hospitality management practitioners and researchers, a variety of perspectives on how CC‐CCI can influence the customer experience are provided. Service managers are provided with a new dimension to incorporate into their strategic and operational plans for managing CCI in an increasingly globalised environment.

The article contributes towards developing a scientific approach towards understanding a phenomenon which is a widespread feature of social life. It also provides a fresh focus for cross‐cultural research.

The paper addresses an important and original issue in hospitality management. Many illustrations of the new concept are provided and directions and methods for conducting research into CC‐CCI are put forward. The article also contributes to the hospitality management literature by broadening the discussion of the customer as an operant resource.

There is little doubt that the face of business has changed. Examples of changed international and global business arrangements are evidenced in the form of new licensing arrangements, a variety of joint ventures and new types of business consortium, and industry and international trade blocks. The proposed formation of the Asia‐Pacific Economic Community (APEC) in the Asia‐Pacific region, Asian/American Free Trade Agreement (AFTA), the reformation of the European Community as well as new alliances between the public and private sectors, new approaches to attracting capital, the integration of different arms of business as well as the satisfaction of individual career needs as a consequence of these changes all point to circumstances that demand attention to effective cross‐cultural management practice. In each of these the importance of cross‐cultural management as a significant area for research attention and practical application is evidenced.