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Summary This paper presents the case for a geocentric approach to global strategy formation. It describes the geographic adjustments that are the embodiment of both attack and defence under global competition, and the geographic units that multinationals adopt as their primary organizational units to identify and carry out these adjustments. In addition to actions with local effects, global competitive performance demands actions from these primary units which will have payoffs accruing to other units. The geocentric approach to global strategy endeavours to identify and stimulate these cross‐unit opportunities through collaboration among units and the centre. The consequent needs at unit level for information on the global competitive situation are examined, as well as some common impediments to geocentric collaboration imposed by the design of planning, accounting and reporting systems.

Purpose – The author introduces the Eastern philosophy of wisdom, especially its epistemology of Yin-Yang Balancing as the Eastern cognitive frame, to shed light on the debates over the distinction and integration between research and practice as well as between qualitative and quantitative methods so as to solve the problems of relevance-rigor gap as well as complexity-simplicity gap. The author also applies the frame of Yin-Yang Balancing to the development of a novel method of case study.

Methodology/Approach – This is a conceptual article.

Central theme – The Eastern philosophy of wisdom is better at an open-minded exploration of open-ended issues by emphasizing relevance and complexity, while the Western philosophy of science is better at a closed-minded exploitation of close-ended issues by emphasizing rigor and simplicity. A geocentric integration of both Eastern and Western philosophies is needed.

Research and practical implications – Management research is far behind the need for theoretical insights into practical solutions largely due to the increasing gaps between relevance and rigor as well as between complex problems and simple solutions. The root cause of the two gaps lies in the overreliance on the Western philosophy of science, so a new light can be found in the Eastern philosophy of wisdom, and the ultimate solution is a geocentric integration of Eastern and Western philosophies. A novel method of case study can be built by applying the Eastern philosophy.

Originality/Value – The author highlights the urgent needs for the Eastern philosophy of wisdom and its integration with the Western philosophy of science toward a geocentric meta-paradigm. As a specific application of the geocentric meta-paradigm, the author proposes a novel method of case study called Yin-Yang Method.

This paper aims to conceptualise a framework of “transnational human resource management” (HRM) and to demonstrate the validity of the model.

Evidence is drawn from survey of 93 large Japanese multinational companies (MNCs). Data are analysed through descriptive statistics, hierarchical multiple regression analyses and mediation effect analyses.

The analysis reveals that the practices for normative and systems integration are associated with increasing levels of social capital and geocentric staffing, respectively, and the social capital and geocentric staffing fully mediate the relationship between normative and systems integration and transnationality.

The research extends the integration theory in international HRM and demonstrates the validity of our framework for transnational HRM. The authors also shed light on the reality of the integration aspects of international HRM in Japanese MNCs.

The purpose of this paper is to establish an orbital launch window for manned Moon‐to‐Earth trajectories to support China's manned lunar landing mission requirements of high‐latitude landing and anytime return, i.e. the capability of safely returning the crew exploration vehicle at any time from any lunar parking orbit. The launch window is a certain time interval during which the transearth injection may occur and result in a safe lunar return to the specified landing site on the surface of the Earth.

Using the patched conic technique, an analytical design method for determining the transearth trajectories is developed with a finite sphere of influence model. An orbital launch window has been established to study the mission sensitivities to transearth trip time and energy requirements. The results presented here are limited to a single impulsive maneuver.

The difference between the results of the analytical model and high‐fidelity model is compared. This difference is relatively small and can be easily eliminated by a simple differential correction procedure. The launch window duration varies with launch date, from less than one hour to greater than 20 h, and the launch window occurs every day in the sidereal month.

The solution can be used to serve as an initial estimate for future optimization procedures.

The orbital launch window can be used to provide the basis for the preparation of an orbital launch timetable compatible with lunar missions and re‐entry conditions requirements.

Previous studies were mainly concentrated on the launch windows for the departure from the Earth. This paper investigates and establishes the orbital launch window for Moon‐to‐Earth trajectories.

Looks at the problem of global warming from the viewpoint of wholeness. That is, the problem of global warming will be looked at in a comprehensive study considering several aspects of the cosmos, the Earth, and the phenomenon of life. With such a broad understanding in mind, first analyzes both the disadvantageous and advantageous aspects of the current global warming. Second, compares three typical environmental conditions in which humans have lived. Third, employing the concept of global warming, looks at the myth of how ancient civilizations appeared and disappeared. Then, considering our Earth system as an open system travelling in the universe, provides an explanation for the current global warming and for global climate changes. It is expected that the explanation presented can be applied to produce long‐term predictions for climate changes.

The author argues and explains that the indigenous Eastern epistemological system of Yin-Yang balancing should be taken as a novel system or frame of thinking, which is deeply rooted in the indigenous Eastern culture traditions, but it has significant global implications, especially in the domain of paradox management. The purpose of this paper is twofold: first, to provide a detailed elaboration of the indigenous Eastern epistemological system of Yin-Yang balancing in contrast to the Western logic systems; and second, to provide a roadmap for applying the system of Yin-Yang balancing to complex issues in the area of management, in general, and paradoxical issues, in particular.

This is a conceptual paper with a focus on theory-building.

The author elaborates on the indigenous features of Yin-Yang balancing, in contrast to Aristotle’s formal logic and Hegel’s dialectical logic in the West, to further explore the former’s global implications for the increased attention to research on paradox management. In particular, the author posits that Yin-Yang balancing appears to be better suited for paradox management than the more commonly used logics available in the Western literature. Built upon the Yin-Yang balancing, a practical tool of Duality Map for paradox management is proposed.

The system of Yin-Yang balancing proposed in this paper has the potential to embrace logical systems available in the West into a geocentric (East-meeting-West) meta-system. This paper further shows how to apply Yin-Yang balancing with the tool of Duality Map to the most salient paradoxes in the domain of management, including value-profit balance (triple bottom lines), exploration-exploitation balance (ambidexterity), cooperation-competition balance (co-opetition), globalization-localization balance (glocalization), institution-agency balance (institutional entrepreneurship), simultaneously positive and negative attitudes toward an entity (ambivalence), and etic-emic balance (geocentric) across all domains of management research.

The primary challenge for management researchers is to find a way to achieve a geocentric integration between the West and the East at the fundamental level of philosophy. The hope is that the philosophical traditions in the East will facilitate such integration. In particular, the Eastern philosophy of wisdom has a unique capacity to reframe paradox from a negative problem (i.e. a problem of inconsistency to be resolved by dualism in terms of separating opposite elements) to a positive solution (i.e. a solution of completeness or holism to be achieved by duality in terms of partially separating and partially integrating opposite elements).

The purpose of this perspective article is to identify the developmental trajectory of human resource management (HRM) research in the Mainland China as well as the major research gaps to be filled in the future. In particular, the paper focuses on the current challenges as well as the emerging research trends by reviewing the literature in HRM research in the Mainland China.

The paper takes a geocentric perspective of HRM theory development to analyze the status quo as well as the emerging trends of the future HRM research in the Mainland China.

HRM research in the Mainland China exhibited an obvious tendency of adopting an etic approach at the early stage of research, but displaying an emerging trend toward an emic approach at a later stage. However, the current HRM research in the Mainland China, including both etic and the emic approaches, falls seriously short of meeting the high-quality standards of the international academic community.

Through analyzing the status quo of HRM research in the Mainland China, the paper identified an emerging trend toward an integration of both etic and emic approaches in which the two approaches constitute a yin-yang duality as a unity-in-opposites toward a geocentric HRM research framework with a holistic, dynamic and duality etic-emic balance.

The purpose of this paper is to present the problem of implementation of the differential global navigation satellite system (DGNSS) differential technique for aircraft accuracy positioning. The paper particularly focuses on identification and an analysis of the accuracy of aircraft positioning for the DGNSS measuring technique.

The investigation uses the DGNSS method of positioning, which is based on using the model of single code differences for global navigation satellite system (GNSS) observations. In the research experiment, the authors used single-frequency code observations in the global positioning system (GPS)/global navigation satellite system (GLONASS) system from the on-board receiver Topcon HiperPro and the reference station REF1 (reference station for the airport military EPDE in Deblin in south-eastern Poland). The geodetic Topcon HiperPro receiver was installed in Cessna 172 plane in the aviation test. The paper presents the new methodology in the DGNSS solution in air navigation. The aircraft position was estimated using a “weighted mean” scheme for differential global positioning system and differential global navigation satellite system solution, respectively. The final resultant position of aircraft was compared with precise real-time kinematic – on the fly solution.

In the investigations it was specified that the average accuracy of positioning the aircraft Cessna 172 in the geocentric coordinates XYZ equals approximately: +0.03 ÷ +0.33 m along the x-axis, −0.02 ÷ +0.14 m along the y-axis and approximately +0.02 ÷ −0.15 m along the z-axis. Moreover, the root mean square errors determining the measure of the accuracy of positioning of the Cessna 172 for the DGNSS differential technique in the geocentric coordinates XYZ, are below 1.2 m.

In research, the data from GNSS onboard receiver and also GNSS reference receiver are needed. In addition, the pseudo-range corrections from the base stations were applied in the observation model of the DGNSS solution.

The presented research method can be used in a ground based augmentation system (GBAS) augmentation system, whereas the GBAS system is still not applied in Polish aviation.

The paper is destined for people who work in the area of aviation and air transport.

The study presents the DGNSS differential technique as a precise method for recovery of aircraft position in civil aviation and this method can be also used in the positioning of aircraft based on GPS and GLONASS code observations.

The purpose of this paper is to study the case of one French multinational company which has undergone a process of radical restructuring and “internationalization” because of acquisitions of Anglo‐Saxon multinational companies. It examines how the organizational changes influenced the company's approach to the international human resource management (IHRM).

The methodology of this research is the single case study. Sources of evidences are direct participation and observation, interviews with top managers, and documentation.

The results show that the ethnocentric model, when French managers were placed on the top of the foreign subsidiaries, becomes non‐efficient in the company which doubled its size and the geographical spread of its activities. It is argued that the forces of globalization constrained this multinational company to change from an ethnocentric approach to a geocentric approach to its IHRM.

The case demonstrates that national and organizational cultures are important contextual factors which influence the company's approach to its IHRM. The paper outlines the interconnectedness of globalization and the geocentric approach to the IHRM.

This paper aims to identifying managerial mindset by constructing a cognitive or integrative geocentrim index. Going international is either an extension of successful domestic business operations or a requirement for remaining competitive. It is imperative for firms to be a part of the international market. Therefore, firms should want to know how internationalized are their operations. To gain such knowledge requires measuring the degree of internationalization, which, in turn, is related to “managerial mindset”.

Based on literature review, four dimensions of integrative geocentrism were identified, which also dealt with content validity of the index. A questionnaire was constructed reflecting these dimensions. The sample of 59 managers, whose jobs were involved in international business, completed the questionnaire. Reliability was established using Cronbach’s alpha.

The construction of this index was an attempt in providing an objective way of measuring managerial mindset, which could be a way of measuring the degree of internationalization of firm.

Cronbach’s alpha was used to measure the reliability of the index. It was within the acceptable range. Future research could expand upon this index by improving its reliability and expanding the range of question items.

Often, a question is posed about the international standing of a firm, either by the managers inside the firm or by others outside. Almost always, the answer to such a question is an opinion and a guess. The application of this index enables firms to respond to such a question objectively.

Information on the mindset of multinational company (MNC) managers would be useful in identifying how to overcome the shortcomings.

This index is useful to MNC as a measure of internationalization progress. The benefits of the index are twofold. First, it generates an understating about the mindset of managers. Second, it identifies needed changes and corresponding necessary actions.