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The purpose of this paper is to present a case study of cracks on external thermal insulation composite systems (ETICS) along the thermal insulation joints and the information available on the building pathology catalogue – PATORREB. The aim is to establish the methodology to study the cause of the pathology observed on a building which is located on the interior of Portugal based on in situ probing together with the analysis of hygrothermal and mechanical behaviour.

An in situ analysis was performed to assess the causes. The hygrothermal dynamic behaviour of the wall was analysed with a numerical simulation advanced tool considering the climatic conditions, the characteristics of the thermal insulation plates as well as the support and finishing layer properties. Moreover, a qualitatively analysis of the mechanical behaviour, based on the bonding process, thermal insulation and exterior rendering properties was performed.

It was concluded that the insulation properties – thermal expansion coefficient and stiffness, the thermal expansion coefficient of the exterior rendering, together with adverse climatic conditions were critical for the appearance of cracks along the plate joints, particularly with spot bonding. The expansion and retraction stresses and the restrained movements of the components can result in bending moments, especially when the insulation material has a high stiffness value, which will create the crack on the rendering system.

A combination between a hygrothermal and mechanical analysis of an ETICS pathology concerning the appearance of cracks with a subsequent integration into a building pathology catalogue.

This conceptual chapter, based on literature review, aims to elaborate an integrative approach to the study of cultural differences/convergence within and across the borders of Eastern European countries, in order to conciliate the two theoretical perspectives prevailing in the debate on cultural diversity management: the emic and the etic theoretical stances.

This chapter tries to propose a ‘third way’ to cultural analysis that includes the two perspectives, within a wider and complex multiparadigmatic and pluralistic framework, with a specific focus on Eastern European cultures.

Eastern European countries represent a sort of ideal construction that includes several countries, characterized by different trajectories and heritages: Catholic versus Orthodox religions, Slavic versus non-Slavic identities, Capitalistic versus Former Soviet Union values, etc. In spite of the renovated interest towards the regional area of Eastern Europe, empirical data show that there are significant differences in the distribution of cultural values, among national clusters. On the other hand, it is very difficult to say that Eastern European countries should be considered separate sociocultural entities, without any point of contact among other.

The main assumption of this chapter is that to better understand sociocultural dynamics within and across Eastern European countries, it is necessary to go beyond cultural mapping, in search of a more complex theoretical and methodological approach.

This approach may help to conciliate the apparent paradoxes emerging from the comparison of data related to Eastern European national clusters, providing a more complex and deep view of cultural phenomena, within and outside organizational and national boundaries.

This case study research report aims to include collecting additional field interviews with the original and additional executives participating in the original case study (on the Zaplet software applications firm) to enhance the interpretations by the original case study investigators as well as add‐in downstream events occurring after the original report. The focus of the study is to increase descriptive knowledge and understanding of innovation and diffusion processes in developing high‐tech disruptive software technologies.

The study includes an application of the long‐interview method and reinterpretation of original case data along with preparing and interpreting decision system analysis and chronological maps.

The reinterpretation and expansion of the original case study illustrate dramatic revisions in plans and implementing new applications following positive and negative responses by third‐parties and lead‐user customers to alpha and beta designs. Concrete field trials occur frequently in shaping where and how the firm goes about changing its direction. Third‐parties play critical roles in multiple time periods in shaping the firm's new product development direction.

The case study reanalysis and expansion are generalizable to innovation and diffusion theory and not to a specific population of firms.

The paper illustrates the wisdom of Tom Peter's dictum, “Put it to tin quickly” and Dwight Eisenhower's focus on improvising, “The plan is nothing, planning is everything.”

Formal sensemaking of what happened helps to destroy the myth that executives must have the resources before innovating. Resources follow vision and action (implementing) is the hidden and great lesson of this paper – what Tom Peters means when he writes about the value in creating a “skunk works” – using “borrowed” time, material, places, and creative juices to make things happen.

Argues that salesforce research has typically been conducted in the USA, and that US researchers have developed the theories, designed the research, and interpreted the results. Notes that the majority of subjects and respondents in studies designed to test the US theories have been sales personnel in the USA. Assesses the appropriateness of administering personal selling measures to sales personnel outside the country/culture where the measures were developed. Investigates two paradigms of measurement transport: emic (culture specific) and etic (global). Evaluates the psychometric properties of two popular personal selling measures, SOCO and ADAPTS, in a cross‐national context, revealing mixed support for the etic approach.

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.

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.

Purpose – This chapter aims to construct a scientific microworld to explain the management strategy of yang-ru yin-fa (Confucianism in public and Legalism in private) in Chinese organizations by an emic approach of indigenous psychology.

Design/Methodology/Approach – In consideration of the difficulties faced by either an imposed etic approach or a derived etic approach, this chapter advocates for an emic approach that argues that, in order to understand the specific features of organizational dynamics in China, it is necessary for us to construct an objective system of knowledge (epistemology) on the basis of Chinese cultural values (ontology), which can be examined by methods of social sciences (methodology).

Findings – Based on the theoretical model of Face and Favor, a conceptual scheme was proposed to highlight the contrast between Confucianism and Legalism in traditional as well as contemporary Chinese society. Findings of pervious empirical researches on two types of guanxi, along with two types of official and ethical leadership in Chinese organizations were reviewed to demonstrate the usage of yin/yang balance in strategic management.

Originality/Value – Taking the discourse of this chapter as an example, it is expected that the author's approach may initiate a scientific revolution against the Western paradigms of psychology that had been constructed on the presumption of individualism (Evenden & Sandstrom, 2011; Hwang, 2012).

Training programs designed to enhance managerial effectiveness at cross‐cultural communication tend to be directed at specific target cultures. This paper argues that an etic approach, one based on universal variables that occur in every culture and that vary across cultures, comprises an important alternative. This paper reviews anthropological/sociolinguistic research on one universal variable, “politeness.” Politeness, or linguistic indirection used to show social consideration, is a crucial element of interpersonal communication in all human cultures, yet it has received little mention in the literature. Implications of politeness for managerial cross‐cultural communication are explored. The implications of a universalistic approach to cross‐cultural communication training are discussed.

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.

The concept of managers assuming developmental roles such as coaches and learning facilitators has received considerable attention in recent years. Yet, despite the growing body of expert opinion that suggests that coaching is an essential core activity of everyday management and leadership, the literature base remains largely atheoretical and devoid of empirical research. While there is some consensus about what effective coaching looks like, little if any empirical research has examined ineffective coaching behaviours. The purpose of this paper is to compare the empirical findings from three separately conducted studies to derive a comprehensive understanding of the ineffective behaviours associated with managerial coaching.

The current study adopted a cross‐national “etic” methodology based on the empirical findings generated by three previously conducted and purposefully selected “emic” studies. Drawing on Berry's and Lyons and Chryssochoous' “emic‐etic” approach and cross‐cultural comparisons, the researchers employed Guba and Lincoln's file card approach to analyze and compare the three behavioral datasets of the previously conducted studies.

The findings from this cross‐national comparative “etic” study revealed that the vast majority of ineffective coaching behaviours previously identified in the emic studies were held in common with each other. The predominant ineffective behaviours included using an autocratic, directive, controlling or dictatorial style, ineffective communication and dissemination of information, and inappropriate behaviours and approaches to working with employees. Of the 17 ineffective behaviours that were compared only three were not held in common.

Limitations associated with this cross‐national study included minor variations in the use of data collection approaches and samples of managers in the previously conducted emic studies.

The ineffective managerial coaching behaviours derived from the cross‐national comparisons can be integrated as diagnostic tools into coaching training programmes and management and leadership development programmes to improve the practice of managerial coaching. They can also be used to increase managers' awareness of the behaviours that impede their coaching interventions with their respective employees.

The literature base on coaching in general and managerial coaching in particular has been criticized for not being research‐informed and evidence‐based, but rather predominantly practice‐driven and guru‐led. The findings from the current cross‐national etic study not only add to a sparse base of empirical research on managerial coaching, but also illuminate an underdeveloped area, namely that of ineffective managerial coaching practice. Furthermore, the findings provide a foundation on which to compare and contrast future empirical research that may be conducted on managerial coaching behaviours.