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Addresses the third culture perspective and the relevance it has for intercultural co‐operation. Highlights the Gersdam case, a joint venture of a West and East German company. Describes the open‐minded attitude of the Dutch researcher and the consequences this had for a better mutual understanding in the joint venture. Predicts the increasing importance of the third culture perspective for cross‐cultural management where imagination will be increasingly necessary.

Quality management ignores organizational culture to a great extent. Establishes the relationship between organizational culture and quality management and presents a method for measuring organizational culture, illustrating the relationship in a case study. Gives recommendations for using the presented findings in practical management.

Many organizations are investing much time and effort in the management of quality. A few enlightened ones even have a vision to be the best. G. Howland Blackiston, the president of the Juran Institute, noted recently that, “All around the world companies are waking up to ‘quality’. Everyone is touting quality. Many are attempting it. Some organizations have gotten enviable results by using the concepts of ‘managing for quality’ dramatically to lower their costs, increase their profits and become more competitive in an increasingly competitive market. For these winners, quality has become an integral part of their business strategy”.

This research aims to evaluate the factors that influence logistics outsourcing, including the impact of logistics outsourcing on measuring companies' logistics performance. This research provides interactions among the various factors (constructs) such as “financial”, “collaboration and process characteristics”, “external influencer”, and “logistics performance”.

To investigate the interaction between the constructs, structural equation modelling is proposed to understand what the relevant criteria are while outsourcing logistics. Data were acquired from surveys conducted with 129 managers from Brazilian companies in the industry sector.

The factor “collaboration and process characteristics” is what most influences the “logistics performance” of companies, highlighting the importance of managing contractors; and the “financial” factor also contributes to the logistic outsourcing decision.

Some limitations of this study need to be clarified. First, the model could test the moderate and mediate aspects by using variables inspired on RBV and TCE. Second, the sample is relatively small and restricted to the Brazilian industries' case, although the results may be useful for other countries in the world. Third, the responses represent viewpoints of the people who work in the companies. To address this issue, the authors asked respondents to fill out the questionnaire from the perspective of the organisation.

Most 3PL come from developed countries and find different requirements in Brazil. Then, this new knowledge may help 3L providers better understand the needs of the local or foreign companies that operate in the local market. The measurement model may also help to construct a new organisational process, as it sheds light on the main elements necessary for gathering logistics performance outcomes.

To the best of the authors' knowledge, the literature lacks studies on the interaction among these logistics outsourcing constructs, mainly in emerging markets where significant growth opportunities have led to logistics activities being outsourced. The literature that examines the impact of these constructs on logistics performance is also limited. Therefore, this research contributes to providing a model that measures these impacts according to the company's point of view.

Creativity and innovation have been buzzwords of managerial discourse over the last few decades as they contribute to the long-term survival and competitiveness of firms. Given the non-linear, causally ambiguous, and intangible nature of all innovation-related phenomena, management scholars have been trying to uncover factors that contribute to creativity and innovation from multiple lenses ranging from organizational behavior at the micro-level to strategic management at the macro-level. Along with important and insightful developments in these research streams that evolved independently from one another, human resource management (HRM) research – especially from a strategic perspective – has only recently started to contribute to a better understanding of both creativity and innovation. The goal of this chapter is to review the contributions of strategic HRM research to an improved understanding of creativity at the individual-level and innovation at the firm-level. In organizing this review, the authors rely on the open innovation funnel as a metaphor to review research on both HRM practices and HRM systems that contribute to creativity and innovation. In the last section, the authors focus on more recent developments in HRM research that focus on ambidexterity – as a way for HRM to simultaneously facilitate exploration and exploitation. This chapter concludes with a discussion of future research directions.

Purpose and need for study: This study examines whether or not culture has a strong influence on the digitalisation of public services, including the adoption of an electronic tax system. The literature analysed made us consider the differentiation between developed and developing countries.

Methodology: To test the nexus between culture and digital public services (DPS), this study highlights the impact of culture, from various dimensions, on e-government in European Union member countries, over the period 2014–2018. Accordingly, the analysis proposes a methodological approach on multiple regression analysis, a method widely used in the social sciences for modelling and analysing several variables presumed to be in a relationship. Given that electronic taxation has no explicit index, but electronic government focusses on how effectively and efficiently government services are delivered to citizens and businesses, the proposed research employs the DPS indicator, part of the composite index of Digital Economy and Society Index. The independent variables employed in the study refer to the six dimensions of the national culture from Hofstede.

Findings: Empirical results reveal that cultural dimensions such as uncertainty avoidance, power distance and masculinity are significantly influencing the efficiency of e-government, carrying a negative influence for the sample of EU member states. Accordingly, a more developed e-government system is expected from countries presenting lower values of the three cultural dimensions. When analysing the sub-samples consisting of developed versus developing countries, results indicate better DPS for societies concerned for short-term gratification and spending (based on a negative influence from the long-term orientation dimension). Specific to developed economies and Northern countries was the fact that e-government is positively influenced by more individualistic societies, and by societies that require rigid codes of conduct and structured circumstances.

Practical implications: The practical contribution of this study is the provision of an extensive overview of the relationship between culture and DPS that could serve as useful information for researchers and practitioners, governments and e-government stakeholders.

States that as managing a culturally diverse workforce has become increasingly important to business and government, organizations across the USA have focused considerable attention on diversity and diversity training. Highlights that, despite this emphasis, there is little data in terms of the attitudes of specific subcultures as related to management values. Compares the attitudes of individuals from Afro‐American and euro‐American cultures with respect to 18 value statements related to management. Suggests that there were no significant differences.