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The study assesses impact of individual cultural values on investment choices (aggressive or conservative), of 450 investors with behavioural biases and risk propensity in serial as mediators in the relationship.

The study used serial mediation analysis using Hayes model 6 for creating six models.

Findings of the study indicated that individualism traits are inclined to aggressive investment choices due to presence of overconfidence biases. Uncertainty avoidance and longtermism traits of investors resulted in aggressive investment choices due to presence of herd mentality bias. The moderating impact of past investing experiences was found significant.

The study indicates the importance of cultural values and past investing experiences of investors that may develop biases to assess investment choices and decisions of investors.

This paper aims to examine whether brands derive their personalities from their culture of origin, the stereotypes about their cultures of their origin or the cultures of their buyers. It also examines which of a culture’s personality traits are more transmittable to brand personalities (BPs), as well as the consequences of the BP resemblance to the personalities of the brand’s culture of origin and consumers’ culture on BP’s clarity and consumer attachment to the brand.

Hypotheses were developed and tested on survey data from a sample figure of 1,116 US consumers of luxury brands on 23 luxury brands originating from France, the USA, Britain, Italy and Germany. Trait by trait and personality profile analyses were performed using hierarchical model analysis (linear mixed effects models) and Cattell’s (1969) pattern similarity coefficient.

The culture of a brand’s origin accounts for differences of different brands personalities. The personality profiles of a country’s brands are distinct from the BP profiles of brands from other countries. The conscientiousness trait of a culture is the most transmittable to BPs. BPs derive their characteristics from stereotypes of a culture’s personality than the actual personality of the culture. The assimilation of a brand’s personality to consumer’s culture is not supported. The similarity of a BP to both real and stereotypical personality of the culture of the brand’s origin enhance perceived clarity of the BP.

The study’s focus is limited to established luxury brands coming from countries that are the traditional producers of luxuries. Empirical evidence also comes only from American consumers of luxury brands. New luxury brands from countries that have recently emerged as luxury producers need to be included.

Brands retain a significant space to differentiate their personalities beyond the influence of their culture of origin on BPs. With the exception of conscientiousness, personality traits of culture are not automatically inherited or transmitted to the brands. Cultural stereotypes find their way into BPs easier than real personality traits and managers should focus on them. BP matching with the personality of a culture is a good way for managers to increase the perceived clarity of their brands’ personality.

To the best of the authors’ knowledge, this study is the first to examine the culture’s influence on BP using a compatible to the BP construct cultural framework, McCrae and Terracciano’s (2005a) personality of a culture framework. Three cultural meaning transfer processes are examined (cultural inheritance, cultural stereotyping and acculturation to the consumer’s culture) within the same study from a trait-by-trait and a configurational (i.e. personality profile) perspective. The consequences of BP similarity to the brand’s culture of origin as well as consumer’s culture on the BP’s appeal are also assessed.

Based on the cybernetic agency theory of part 1, the paper creates a parallel theory to Maruyama's Mindscape theory called mindset theory, relying on the three-trait organisational value system of Sagiv and Schwartz that arises from extensive theoretical and empirical work on cultural values originally undertaken by Shalom Schwartz. The derived normative personality types are embedded into a cultural system and interacting with a social system. The paper aims to discuss these issues.

First, the paper deals with Sorokin's theory of the immanent cultural dynamics arising from swings between more sensate or more ideational culture. For characterisation of interaction with the social environment, the paper relies on the dramatist/patterner trait from empirical work by Shotwell et al., which acts as an attractor of agency behaviour. Thus, the paper designs a five trait agency model, with one trait that serves as an attractor of agency behaviour, three formative normative personality traits, and one social trait that directs the how of behaviour.

The Sagiv-Schwartz mindset types reveal the missing four types of the Maruyama-universe, as sought by Boje. Sagiv-Schwartz mindset types create generic transparency and a theoretical and empirical base for the selection of mindset meta-types. Through its perfect match with Mindset Agency Theory as developed in part 1, this research creates a structural model that has the potential to distinguish between normal and pathological personalities within the same framework.

The modelling approach can be applied to social, economic and political situations, with the likelihood of anticipating the likely behaviour of social collectives like durable organisation and/or nation states. Analytical and empirical application in different contexts is yet to be provided.

The paper sets up a means by which patterns of behaviour can be analysed in different organisational or national contexts. Empirical analysis based on this theory has the potential to identify normal states and shifts away from normal states of social systems, which may shift into stages of tension and crises, and/or mobilise forces directed towards paradigm changes in social systems.

The paper draws on earlier work undertaken in the last few years by the same authors, who in a new way are pursuing new directions and extensions of that earlier research.

The purpose of this paper is to demonstrate the impact of organizational culture on the conflict handling style in non-profit organizations. Conflicts in non-profit organizations and especially in associations are more numerous, mainly because of the search for compromise in the decision-making phases and the high level of loyalty in mission that strongly stimulates the voice of one’s opinion. The authors observe that a modification of the organizational culture, through symbolic changes, can resolve the conflicts sequence.

Culture is measured through the organizational culture profile tool and the culture deciphering technique. The authors detail two cases of non-profit organizations, in which conflicts sequence resolution was handled through organizational culture change while conflicts resolution at the individual level could not bring an end to the conflicts sequence.

These cases highlight how organizational culture shapes behaviors and conflicts handling styles. These cases also give insights on how an organizational culture can be changed to setup new default conflict handling styles in an organization. The cultural change management only worked when it was planned on critical cultural change readiness factors with a strong enforcement of the change by the governing bodies.

This study complements research studies on how organizational culture shapes attitudes and behaviors and shows how and under which conditions a cultural change could resolve a conflict sequence. This study also presents a conflict resolution method when the roots of conflicts are embedded in the existing organizational culture. In such conflicts situation, interpersonal conflict resolution technique did not solve the conflicts sequence and only cultural change finally brought an end to the sequence.

A combined search on two levels, the individual level and the organizational culture level, will thus show convergent conflict sources and get a great deal of knowledge before solving individual-level conflicts.

The non-profit sector is sometimes subject to high-conflict situation and this research contributes to more efficient conflict resolution protocols with an applicable method of conflict analysis, change management and conflict resolution.

The work showed how the organizational culture is a key element in the explanation of conflict sources and conflict handling in case of high and repeated conflict situation. It is thus possible to resolve conflict sequence by changing a carefully chosen cultural trait. Nevertheless, the culture change management program is complex and risky. In a high-conflict situation, the authors identified several key conflict resolution factors: the careful identification of the organizational culture traits explaining conflict handling style; the alignment of the management team on the cultural change plan to raise up the intensity of the new set of behaviors; and the selection of the most efficient symbolic change decision.

With rising globalization, Western and Eastern brands are increasingly collaborating and co-branding. Drawing on the theory of dialectical self that captures the degree of cognitive tendency to tolerate conflicts, inconsistencies and ambiguities in self-concept, this paper investigates the effect of consumer dialectical self on co-branding that encompasses Western and East Asian cultural brand personality traits.

Two studies were conducted using Chinese participants to examine the effects of the dialectical self on co-brand evaluation under single-and dual-personality conditions and to explore the mediating role of ideal social self-congruence and the moderating role of product type (high vs low conspicuous).

The findings suggest that counterintuitive to the received wisdom, the dialectical self negatively influences one's attitude towards a co-brand in the dual-personality condition only. Further, ideal social self-congruence mediates the relationship between the dialectical self and dual-personality co-brand evaluation in the high conspicuous product condition only.

Important implications are offered to international marketing managers for managing the dialectical self that lead to positive co-brand evaluations. Moreover, managers should highlight ideal social self-congruence for co-branding success for particular product types.

This paper examines co-branding from a novel perspective of consumer dialectical self and shows the pivotal role it plays when brands carry varying cultural traits engage in co-branding. By identifying the role of the dialectical self and the important mediator and moderator, the paper fulfils an important gap in co-branding literature and offers key implications.

The fundamental question addressed in this research is: How do cultural intelligence, personality traits of expatriates, spousal support and cultural adjustment of expatriates impact their performance? The answer to the question is important to ensure that expatriation is successful. The paper aims to discuss these issues.

The integrated framework linking the factors was formulated and tested among the 139 expatriates employed by multinational corporations (MNC) in Malaysia. A questionnaire was developed and distributed. The framework was validated using structural equation modeling technique.

Based on the analysis, the important findings are: cultural empathy and social initiatives (personality traits) of expatriates, cultural intelligence and spousal support enhance cultural adjustment of expatriates; spousal support, cultural empathy and social initiatives influence the cultural intelligence of the expatriates; and cultural intelligence and spousal support impact the performance of expatriates.

This study selected the expatriates working in MNCs and residing in Malaysia for six months and above.

This integrated view helps us understand the mechanism that leads to an expatriate’s perceived performance. Generally, researchers use “Big Five” to capture the personality traits. This research has used the construct and its dimensions that are relevant for studies on expatriation.

The purpose of this paper is to investigate the relationship between geographical traits consisting of institutional traits and cultural traits, and supply chain agility in third-party logistics providers.

A theoretical model was developed and assessed through a structured questionnaire survey using cross-sectional data from 170 third-party logistics providers registered in Uganda. To validate the suggested model, data were analysed using exploratory factor analysis, correlations and regressions.

Correlation results revealed that all institutional and cultural geographical traits in the model, i.e. infrastructural frameworks, regulatory frameworks, organisational culture and national culture are positively and significantly associated with supply chain agility. However, a further analysis using regression revealed that regulatory framework and organisational culture are the only significant predictors of supply chain agility and together, all the four traits account for 28.1% variance in supply chain agility.

This study applies the institutional theoretical framework to provide an empirical understanding of the role of institutional and cultural factors in supply chain management practice. Furthermore, it confirms and expands on the existing theories about supply chain agility.

The findings provide firm ground for managerial decisions regarding emphasis on external factors in building firms' supply chain agility. Managers should scan the macro-environment and make conscious firm decisions regarding institutions and culture in certain geographical locations. The host countries should also be aware of their role in building firms' supply chain agility.

Distinctive from the literature on antecedents of supply chain agility, which predominantly focuses on the firm and supply chain capabilities, this study utilises the paradigm of institutional fit to empirically show how managers in a developing country wishing to build supply chain agility should not only focus on their supply chains and internal operations, but go beyond and consider geographical traits when making firm location and/or operational decisions for certain geographical contexts in order to achieve fit.

Modelling the organisation to enable purposeful analysis and diagnosis of its ills is often problematic. This is illustrated by the unconnected non‐synergistic plurality of organisational models each of which relates to a particular isolated frame of thought and purpose. A cybernetic approach is adopted to create a generic psychosocial model for the organisation that is used to characterise its emergent normative personality. Organisations are often complex, and seeing them in terms of their normative personality can reduce the complexity and enable a better understanding of their pathologies. This paper seeks to do two things. The first is to show that it is possible to set up a generic model of the organisation as an agency, and the second is to show that this same model can also be represented in the alternative terms of the emergent normative personality. In order to do this, an understanding of what it is that constitutes generic criteria is required. In addition, the paper shall show that organisational and personality theories can be connected generically. One of the consequences of the theory is that the patterns of behaviour which occur in an agency have underlying trait control processes.

A meta‐systemic view of the organisation is adopted through knowledge cybernetics that enables more flexibility and formality when viewing organisational models. The paper develops a formal generic model of the organisation that should facilitate the exploration of problem situations both theoretically and empirically.

The outcome of the research formulates the cognitive processes of normative personality as a feasible way of explaining organisations and provide a capacity to analyse and predict the likelihood of their behavioural conduct and misconduct. As an agency trait model, agency explains the socio‐cognitive aspects of self‐organisation and the efficacy of connections between the traits. These traits control the personality, and inter‐trait connections are Piagetian intelligences that orient the traits and work through forms of first‐ and second‐order autopoiesis. The development of a typology of pathologies is also suggested as feasible.

There are previous metaphorical notions that link agency with traits. Here, metaphor is extended to produce a formal model for the emergent normative personality. This is the first time that socio‐cognitive and trait approaches are formally linked, as it is the fist time that a typology for organisational pathologies is proposed.

This study aims to first explore the extent to which argumentativeness changed during the adaptation process among Muslim immigrants to France from 2006 to 2015 and, second, to examine the cultural fusion process. The study investigates the influence of intercultural contact on communication traits by exploring the extent to which members of the dominant cultural group adapt their argumentativeness over time.

Through a longitudinal panel study, the paper investigates the influence of intercultural contact on communication traits by exploring the extent to which members of the dominant cultural group adapt their argumentativeness over time. Confirmatory factor analysis and structural equation modeling are used to assess the hypotheses and research question.

Results revealed a curvilinear relationship between argumentativeness and time. Argumentativeness increased from 2006 to 2009, remained constant from 2009 to 2012 and then decreased after 2012. Furthermore, data analysis revealed argumentativeness levels among members of the dominant culture did not change.

The results are potentially limited by the sample being a convenience sample and the presence of extenuating factors.

Argumentativeness is viewed by many researchers as a functional form of communication. However, few studies have longitudinally studied how this trait can change over time.

The purpose of this research is to assess the impact of espoused individual cultural traits on proactive behaviors within an organizational environment. While there have been many reports about the positive outcomes of proactivity, there is much less known about the antecedents, particularly those related to culture.

Sales employees (n=147) in a multi-national organization from Australia, Canada, New Zealand, the UK, and the USA were surveyed to assess the impact of cultural trait influences on proactive behavior at the individual level. Using linear regression and partial least squares structural equation modeling, three independent variables were found to be significant antecedents to proactive behavior.

Long-term orientation positively influenced proactive behaviors as did uncertainty avoidance. Uncertainty avoidance was hypothesized to have a negative impact on proactive behaviors, but the results of this study implied that individuals found it safer to adjust to a fluid environment rather than to remain inflexible. No relationship was found between power distance and proactivity. Masculinity was found to be positively related to proactive behaviors but collectivism was not.

The results of this study should be limited to its own population and not generalized to larger, more culturally diverse populations which were not represented in the sample.

This study provides better understanding of managerial proactive behavior related to cultural traits, particularly in the domain of field sales.

This study is unique in that it explores individual proactivity in an organizational selling environment related to cultural traits at the individual level.