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Purpose –– The People's Republic of China has introduced policies to encourage Chinese who have worked or studied abroad to return and bring back the knowledge and skills they have gained. This chapter reports on the experiences of these returners as agents of organisational learning.

Methodology –– The exploratory qualitative study is based on a written questionnaire and telephone interviews with 24 returners in diverse organisations and industries in China.

Findings –– The study identifies a type of returner not yet addressed in the literature, ‘experienced self-internationalisers’, which we expect will grow significantly. We find that despite expecting returners to contribute to organisational learning, management does not organise the process. It depends on the individuals themselves, who develop various strategies for sharing their knowledge with local colleagues. Organisational learning is a cross-cultural process and requires bridging a gap between the kinds of knowledge the local employees are interested in gaining and what the returners feel the organisation needs. We note that organisational learning is more likely when the returners recognise their own need to learn rather than just to teach.

Research limitations –– The sample is relatively small; we describe how to take the research forward to more organisations and additional kinds of respondents.

Practical implications –– We formulate recommendations for policymakers, returners and human resource managers seeking to stimulate organisational learning more effectively.

Value –– The chapter generates new insights into organisational learning in China, and it shows how to addresses a phenomenon at the crossroads between the fields of organisational learning, intercultural communication and international human resource management.

In Chapter 1, Susan Shortland (2011) examined theories and models that could be used to explain female expatriate participation with a view to identifying the most promising theoretical lenses for future research. Her study took as its basis, issues, evidence and explanations from both the ‘women in management’ and ‘women expatriates’ literature to identify four main theoretical domains: family issues, assignee characteristics, host and home country norms, and institutional factors. Findings revealed that the most promising explanations of women's low expatriate participation were identified as being linked to occupational gender stereotyping and sex roles in employment, women's reduced social capital and patriarchal attitudes towards their identity and homemaker roles. These were reinforced by institutional isomorphic behaviour through which organisations mimic each other's human resource practices.

Meetings, incentives, conventions/conferences and exhibitions (MICE) tourism is a segment of business travel, which is experiencing a process of disintermediation. Using the value chain concept, this study aims to analyze the role and value of intermediaries in the MICE value chain. As the interests and perceptions of stakeholders are different, the authors also study if there is consensus or dissonance in their opinion.

This study uses mixed methods. First, by means of interviews with MICE professionals to identify the research variables and validate the test sample and questionnaire. Then, an international survey, which uses logistic regressions to identify the variables that support value. The post-hoc ANOVA test identifies the differences of opinions and determines the existence of consensus or dissonance.

Incoming agents create value by means of convenience and good rates and outbound agents by trust. The incoming agent is more valued and enjoys a position of power and therefore has more chances of remaining active in the market. However, there is no consensus about the role of intermediaries, hotels being the most dissonant stakeholder.

Instead of focusing on the negative aspects of disintermediation, this study uses a multifaceted perspective to identify the reasons that lead to value creation by intermediaries. This is vital for MICE stakeholders to acknowledge disintermediation and act consequently. Conclusions can also provide valuable guidance for intermediaries in other business to business interactions to better understand their value, competitive advantages and position of power.

Agenda 2030 for Sustainable Development defines 17 goals with 169 targets in economic, social and environmental fields to guarantee human rights. Universities and companies are two driving forces for achieving these Sustainable Development Goals (SDGs). In this context, university research and, specifically, business and management studies should include this new economic-social panorama. Focusing on business and management education, this study aims to analyze who can help to implement the SDGs and how.

A descriptive examination of the evolution of documents and journals on business and management education was performed. Next, a co-authorship analysis, studying the collaboration among researchers, was performed. Finally, a co-word analysis that identifies the main topics and relationships between them was developed.

This study’s results suggest the necessity of expanding collaboration networks between countries and institutions. The analysis also reveals two emergent topics: entrepreneurship and sustainability. Then, three lines for teaching business and management according to the SDGs are proposed: two regarding university-firm relationships – job creation and entrepreneurship – and the third regarding universities effects on society – including sustainability principles and actions in higher education.

The main contribution is to show the important role that universities, in general, and business and management education, in particular, play in achieving the SDGs. Universities must mobilize their managers, professors and students because implementing the SDGs is possible through coordinated and integrated participation.

Intercultural interfirm relationships have become a new challenge for international management. The purpose of this paper is to explore differences in computer‐mediated negotiation behavior between participants who come from nations which differ as regards two major cultural values: individualism and collectivism.

This is an empirical study with a sample containing 170 negotiators with different cultural backgrounds; it comprises content analysis; and multivariate analysis of variance models.

Comparing negotiators from Asian, North American, and European cultures, it is found that people who come from an individualist culture exhibit different negotiation strategies to individuals from a collectivist culture.

Based on the results management may sensitize negotiators in intercultural interfirm relationships to their counterparts' communication strategies.

The paper highlights how negotiators' cultures affect their strategic orientation.

The existing gender gap in the workplace, that affects job satisfaction and career advancement of women, creates a need to understand further the causes and effects of the gender gap phenomenon. Although, there are many challenges that affect women’s job satisfaction and advancement in the workplace, this paper aims to investigate work–life balance using multiple theoretical lenses.

In total, 15 semi-structured interviews were conducted with women from Nigeria and Ghana residing in the UK, they were selected using a purposive sampling method.

The findings show four main factors that explain the choices these women make in relation to work–family. These are cultural sensitivities, current phase in family and work–life, personality types and other influences such as policies and financial commitment. Results also show how these women make these work–family choices using networks and services.

The paper postulates the need for organisation’s to pay attention to the acculturation and enculturation of these women, which would indicate observing their cultural behaviour’s, values, knowledge and identities to understand how they integrate, assimilate and to also prevent separation and marginalisation. In addition, the use of (internal and external) networks as support systems for these women can create the opportunity for informal learning. Finally, organisation’s should create structure that support workplace learning and should include activities such as decision-making, communication, career advancement planning and flexible work patterns.

This study contributes to theory using multiple theories (work-family, gender inequality and Theories X and Y in explaining the work–family construct of women of African origin in the UK.