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The purpose of this paper is to argue that in cross-cultural and strategic management, we must pay attention to the processes creating and maintaining culture. How can everyday interactions give rise to national, “deep” cultures, recognizable across centuries, or organizational cultures, recognizable across decades?

This is a conceptual paper using the evidence provided by research about cultural patterns, and using sociological status-power theory to explain the causation of these patterns. Emergence, also called self-organization, is introduced as mechanism connecting individual-level causation with resulting system-level patterns. Cases are used to illustrate points.

Simulation gaming and computational social simulation are introduced. These methods allow “growing” a system, thus allowing to experiment with potential interventions and their unanticipated effects.

This essay could have major implications for research, adding new methods to survey-based and case-based studies, and achieving a new synthesis. Strategic management today almost invariably involves cross-cultural elements. As a result, cross-cultural understanding is now strategically important.

The suggestions in this essay could lead to new collaborations in the study of culture and organizational processes. Examples include team formation, negotiation, mergers and acquisitions, trans-national collaboration, incentive systems and job interviews.

The suggestions in this essay could contribute to our ability of proactively steering processes in organizations. In particular, they can provide a check to the notion that a control measure necessarily results in its intended effect.

The synthesis of biological, sociological and cross-cultural psychological viewpoints with design-oriented method, using games or social simulations as research instruments, is original in the field.

This study aims to explore the moderating effect of culture on students’ self-efficacy (SE) and learning approach.

A survey of 437 students from culturally and pedagogically different higher education institutions was conducted. The relationship between SE, culture and approaches to learning was examined using statistical analysis.

The results showed that the students from traditional learning environments demonstrated high SE and resorted to deep learning. The culture of an institution moderated SE and approaches to the learning of students.

This study calls for bringing out the best from pedagogical approaches followed by different types of institutions to build a culture that promotes deep learning in the true sense. This research has implications for teachers, policymakers and practitioners in the higher education sector.

To the best of the authors’ knowledge, the present study is one of the first studies to draw a cultural comparison of traditional and modern higher education institutions.

The purpose of this paper is to develop a more thorough understanding of cognitive social capital (shared representations) building in a multicultural marketing context.

An ethnographic study with in-depth interviews and observations are used to explore how Chinese entrepreneurs utilize cultural metaphors to build their cognitive social capital in the USA. Both Chinese entrepreneurs and their American stakeholders (consumers and business associates) are interviewed.

The three themes from the findings are cultural conceptual blending, frame shifting with stereotype dilution and metaphor conversion. These form the sub-processes of an overall process the authors name “cross-cultural shifting.” The use of visual and verbal cultural metaphors by the Chinese entrepreneurs leads to conceptual blending, a process of blending of elements and relations from various scenarios in the mind. A frame shifting and stereotype dilution follows, culminating in the conversion of the cultural metaphors into the deep (universally recognized) metaphors of resource and connection.

Given that metaphors are one manifestations of culture and also effective for communicating universally, they play a role in cognitive social capital building in a multicultural context. This exposition calls for further research the utilization of cultural metaphors in international marketing.

The variability in communication and comprehension of business stakeholders from different cultures influence their cognitive social capital building (cooperative behavior to exchange resources). This makes it imperative for multicultural marketers to understand the use of cultural metaphors to enhance cognitive social capital in a multicultural context.

This exposition on cross-cultural frame shifting will result in improved knowledge of the role of cultural metaphors in enhancing multicultural understanding, shared representations and cognitive social capital in international marketing.

This paper aims to situate tourism within the wider context of temporary and permanent people movements and immigration as a form of permanent tourism with a deep gaze into tourists’ own national culture and even deeper gaze into the trappings of immigrants’ quotidian identity to define a modified identity. This paper offers, through auto-ethnography (AE) and confirmatory introspection (CI), a glimpse into the complex decision-making processes tourists, migrant workers and immigrants have to cope with to survive and thrive in a home “away” from their country of birth. The literature on the comparison between temporary mobility (tourism), nomadic migration (semi-permanent mobility) and permanent mobility (drifters, wanderers or denizen globe trotters) is sparse and unsystematic.

The use of AE and CI allows the researcher with several years of cognitive and affective information and easy access to data on the private, lived experiences of the author and closely related family. Having lived and worked in several countries, supplemented by experiences of visiting over 35 countries for varying periods, the researcher has direct access to a wealth of rich data related to tourism (one- to five-week trips to Europe, USA, South America, the Middle East, Africa, Australia and the Pacific Islands), semi-permanent mobility (one-year exchange work placement in North America) and permanent mobility (more than ten years of being immigrants to New Zealand).

The results show that tourists and immigrants are exposed to numerous decisions (varying in complexity and impact) before, during and after their travels that will impact on their acculturation, the genuineness of their experience and their willingness to modify their own identities, as well as the culture of the destinations they consume. Travelers have to overcome contextual and personal hurdles to achieve integration in a reasonable time. The way in which they tackle and overcome these hurdles will impact upon their modification of personal identity and acculturation.

This paper offers practical advice to tourists, immigrants and employers on becoming adaptable consumers, highly resilient survivors and highly reliable organizations – able to thrive in today’s global marketplace. This study helps marketers, tourism professionals and employers of migrants to understand the processes consumers go through to modify identity to effectively and timely fit into new environments.

AE- and CI-based research explores the tourist gaze and acculturation processes and discusses a two-directional model of modification of culture and identity. In addition, the paper highlights complex decision-making models tourists, nomads, globe trotters and immigrants use when considering alternative destinations and sought-after experiences.

The study of corporate culture is a valuable contribution to the study of organisations. Corporate culture consists of values, norms, feelings, hopes and aspirations held by members of organisations. These aspects may not be instantly discernible; however, it is important that managers are aware of culture; a shared culture contributes greatly to company success. The article concludes that managers can manage culture and cultural change by becoming more aware of the deeper assumptions of culture and how they are upheld.

As a social construct, entrepreneurship is portrayed as an unashamedly masculine endeavour. This forms the basis for much feminist research in entrepreneurship. Despite a sustained research effort in the field of gendered entrepreneurship research this polarised viewpoint remains under researched from the perspective of masculinity. Rather than perpetuate the polarity this short article aims to consider the concept of gendered entrepreneurial regimes as an explanatory variable.

Using documentary analysis techniques this article seeks to document the existence of a particular gendered local regime in the form of “Essex‐Boy culture”.

The findings although tentative indicate that as a recognised gendered local regime Essex‐Boy identity manifests itself physically at a conceptual, gendered, geographic, community and cultural level. Semiotically it can be expressed as a legitimate business identity, a criminal identity, a celebrity status, a political identity, as parody, caricature and as metaphor. It can be expressed as an ideology, a doxa, class position, a culture or as an initiating dream. It also exists at a narrative level via memoires, biographies, jokes or scripted insult.

Given that this is a preliminary study based on secondary documents there is clearly scope for other studies to be conducted into this interesting phenomenon.

The study has implications for what can be legitimately studied under the rubric of gendered entrepreneurial research.

This study is original in its exclusive use of documentary research/analysis to uncover gendered aspects of an under studied entrepreneurial regime.

Looks at the concept of organizational culture according to Schein, where the system of basic assumptions is developed by the organization during its history. These assumptions are bound to influence the management’s choice of TQM approaches and quality training methods. First, presents a model of different kinds of assumptions about the nature of the human being, about the concept of quality, and about the nature of learning, held by the management. Suggests how they should be considered in choosing the total quality approaches for optimal results. Second, tests the model and gives an illustration of each of the three types of basic assumptions by giving outlines of selected case studies. The cases featured seem to support the opin‐ion that choosing the “match” approach, where the assumptions included are similar to those that constitute the historic base of the culture of the organization, leads to good results with less resource utilization. Again, cultural mismatch seems to be one of the reasons for friction or direct failures in implementing a TQM approach.

Change initiatives that fail have often ignored the subtle yet vital difference between organizational culture and organizational climate. Here, Eli Sopow distinguishes between the two and reflects of the impact of each on change programs. The key, he says, is to change the day‐to‐day practices that contribute to the overall climate, while holding onto the positive elements of the culture that make employees feel secure.

This study explores the interplay between levels of cultures and aspects of quality management (QM), aiming to develop a conceptual framework and introduce propositions regarding managing quality in a multinational company (MNC).

A conceptual framework delineating the relationship between the levels of cultures in MNCs and various aspects of QM is proposed. Thereafter, based on a theory elaboration approach, a case study in Swedish facilities of MNCs is used to further illustrate the link between constructs of the framework, contributing to the identification of challenges and possibilities in managing quality in MNCs.

The research identifies key propositions regarding the intricate relationship between levels of cultures and their influences on aspects of QM in MNC. Proposition 1 emphasises the impact of national cultural differences on perceptions of QM principles. Proposition 2 reveals that diverse QM perceptions affect global consistency in QM practices. However, proposition 3 suggests that emphasising technical aspects in common QM practices fosters shared perceptions and a cohesive organisational culture, leading to Proposition 4, that a QM-centric organisational culture mediates national cultural differences, facilitating the management of quality globally.

This research relies on a case study from a Swedish perspective. There is a need for quantitative or mixed method approaches to validate the proposed framework.

This research yields practical insights into cross-cultural QM challenges and possibilities in MNCs.

By integrating national and organisational culture into the QM framework, this research offers a conceptual model and propositions as a foundation for future cross-cultural QM research in MNCs.