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The decision to become international is a highlighted organisational decision that affects all dimensions at all firm levels. Human resources are also among the parts of the organisation affected by this decision. Paying attention to employees can speed up and facilitate this process. Organisational integrity is one of the most significant issues that must be considered. In this regard, identifying, investigating and planning to deal with the destructive effects that may influence the employees of small and medium-sized enterprise (SMEs) in internationalisation, are among the subjects that have so far received less attention and should be studied more. The present study explores the destructive influences of internationalisation on the employees of SMEs by a hybrid multi-layer decision-making model-psychological solution. First, by reviewing the literature, the destructive impacts of internationalisation on employees are extracted. In the next stage, these factors are screened according to the condition of the SMEs in an emerging economy by interval-valued intuitionistic hesitant fuzzy Delphi (IVIHF-Delphi). The impact of these factors on each other is then evaluated applying interval-valued intuitionistic hesitant fuzzy DEMATEL-based ANP (IVIHF-DANP). Consequently, the highlighted destructive impacts are determined and the psychological solutions to face them are provided.

Engagement, motivation, and persistence are usually associated with positive outcomes. However, too much of it can overtax our psychophysiological system and put it at risk. On the basis of a neuro-dynamic personality and self-regulation model, we explain the neurobehavioral mechanisms presumably underlying engagement and how engagement, when overtaxing the individual, becomes automatically inhibited for reasons of protection. We explain how different intensities and patterns of engagement may relate to personality traits such as Self-directedness, Conscientiousness, Drive for Reward, and Absorption, which we conceive of as functions or strategies of adaptive neurobehavioral systems. We describe how protective inhibitions and personality traits contribute to phenomena such as disengagement and increased effort-sense in chronic fatigue conditions, which often affect professions involving high socio-emotional interactions. By doing so we adduce evidence on hemispheric asymmetry of motivation, neuromodulation by dopamine, self-determination, task engagement, and physiological disengagement. Not least, we discuss educational implications of our model.

Several activity-based transportation models are now becoming operational and are entering the stage of application for the modelling of travel demand. In our application, we will use decision rules to support the decision-making of the model instead of principles of utility maximization, which means our work can be interpreted as an application of the concept of bounded rationality in the transportation domain. In this chapter we explored a novel idea of combining decision trees and Bayesian networks to improve decision-making in order to maintain the potential advantages of both techniques. The results of this study suggest that integrated Bayesian networks and decision trees can be used for modelling the different choice facets of a travel demand model with better predictive power than CHAID decision trees. Another conclusion is that there are initial indications that the new way of integrating decision trees and Bayesian networks has produced a decision tree that is structurally more stable.

In this chapter, we focus on expatriate CEOs who are assigned by the parent company to work in a subsidiary and compare them to those who themselves have initiated to work abroad as CEOs. Since we do not know much about these individuals, we direct our attention to: (1) who they are (demographics), (2) what they are like (personality), and (3) how they perform (job performance).

Data was sought from 93 assigned expatriate CEOs and 94 self-initiated expatriate CEOs in China.

Our findings demonstrate that in terms of demography, self-initiated CEOs were more experienced than assigned CEOs. With regard to personality, we found difference in self-control and dispositional anger: Assigned expatriate CEOs had more self-control and less angry temperament than their self-initiated counterparts. Finally, we found assigned expatriate CEOs to rate their job performance higher than self-initiated CEOs.

Although there may not always be immediate benefits, career consideration often plays a role when individuals choose whether to become an expatriate. For many years, organizations have used expatriation to develop talented managers for high-level positions in the home country. Recently, however, a new trend has emerged. Talented top managers are no longer expatriated only from within parent companies to subsidiaries. Self-initiated expatriates with no prior affiliation in the parent company are increasingly used to fill top management positions in subsidiaries.