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Success in the global marketplace depends on a manager’s ability to provide leadership. Exceptional success depends on sustaining extraordinary performance. Are there universal behaviours which are consistent around the world? Are there subtle differences of emphasis which vary across different nationalities or corporate environments? Senior executives were polled in two major divisions of a global petroleum company and from its major subsidiaries around the world. They were asked to describe examples of exceptional organizational performance and to identify the key leadership behaviours which they saw as explaining or accounting for the extraordinary outcomes. Content analysis led to a few key leadership behaviours being identified. The major finding was that the main dimensions of leadership for extraordinary performance are universal. Only a few variations in emphasis existed among six different regions of the world. Also there were some clear leadership differences, long established in the folklore of the company, associated with different corporate cultures in the two major divisions.

The main objective of this study is to explain the relationship between members' cultural values on structure and performance of the entrepreneurial teams that located in Tehran.

Data used in this study are collected by a questionnaire distributed among managers and other executive members of SMEs located in Tehran. One hundred and thirty-nine participants completed the questionnaires, and their responses were analyzed using partial least squares technique. Measures showed good convergent and discriminant validity. Furthermore, Cronbach's alpha, as reliability indicator for all measures, is at the acceptable level.

Research finding shows that all hypothesis supported in Iran contex. Entrepreneurial team members' cultural values have positive and significant effect on the entrepreneurial team structure. Entrepreneurial team members' cultural values have significant effect on the entrepreneurial team performance and also, the structure of the entrepreneurial team has a positive and significant effect on the entrepreneurial team performance.

These studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.

This paper proposes a framework that focuses on instilling feelings of gratitude within consumers. Participant sports events are often funded largely by sponsorship revenues, and their consumer base is considered to represent an identifiably unique market. These conditions are argued to be favourable for integrating a gratitude framework. A model is presented that depicts gratitude as a mediating mechanism within a reciprocal relationship between the sponsor and the consumers. It includes purchase intentions as the behavioural outcome of gratitude. The findings suggest that incorporating feelings of gratitude may prove to be advantageous for potential sponsors within the participant sports industry.

The most significant event for the School has been the announcement of the creation of the National Centre for Management Research and Development. The Centre is due to open in 1986 and will provide research facilities for up to 20 major projects designed to improve the competitiveness of Canadian business practices.

The concept of packaging integrated circuits while they are still in wafer form has captured the imagination of semiconductor manufacturers and packagers around the globe. One such concept, referred to as wide area vertical expansion (WAVE^TM) technology promises to provide a relatively easy method for cost effectively interconnecting ICs while still on the wafer. Moreover the fundamental technology is amenable to the production of “virtual wafers” where individual IC chips can be assembled en masse. The virtual wafer variation also allows for die shrink to occur, while the IC package footprint remains constant. The technology is based on concepts that allow for the mass assembly and production of compliant packages both directly on the wafer and in “virtual wafer” format where individual chips are bonded directly to the flexible pellicle. This paper examines this important new packaging technology concept in terms of the process and device and the implications and future directions the technology is likely to take.

Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues.

The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations.

Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world.

The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.

Extending the holistic research on corporate reputation (CR), the authors examine whether and how single CR dimensions affect consumers' intentional loyalty toward multinational corporations (MNCs) across nations. They study the dimensions of the predominant customer-based CR scale of Walsh and Beatty (2007): customer orientation, product range quality, social/environmental responsibility, good employer and reliability/financial strength. Furthermore, important country-level moderators – embeddedness and country development – are studied.

The authors refer to hierarchical data on 32,811 consumer evaluations of a MNC in 44 countries using the still novel method of multilevel structural equation modeling.

The results underscore a strong relationship between CR in general and consumers' loyalty but identify different effects for the CR dimensions (e.g. product quality, social/environmental responsibility dominate). The important national institutions reinforce or diminish some – but not all – effects of the CR dimensions.

The results are of importance for finer-grained cross-national reputation management. Studying both national culture and country development shows that MNCs face tradeoff decisions. Accordingly, the authors provide a country portfolio, which offers options for standardized operations in groups of countries with similar country characteristics and CR effects.

Disentangling the five CR levers emphasizes that CR is not a pure signal of quality. Two main levers emerge: one stable across countries and one strongly depending on a country's degree of country development, for example. A finer-grained management of CR signals across nations is possible, especially in emerging countries, with increasing importance for MNCs.

The purpose of this paper is to explore how newly formed culturally diverse project teams develop and implement rules, and how these processes may be affected by language-fluency asymmetries.

Using a case-study research design, the authors investigated three multicultural project teams within a management integration program in a multinational company in France. Their complete data set includes 37.5 hours of observations and 49 hours of semi-structured interviews.

Findings revealed that subgroups formed on the basis of language-fluency and this affected the development and implementation of rules. While rule-setting mechanisms emerged across teams, they varied in form. On the one hand, tightly structured rules emerged and rules were rigidly applied when there were greater language inequalities. In contrast, implicit behavior controls guided interactions when language-fluency subgroupings were less salient. The findings also revealed that the alignment of other individual attributes with language fluency reinforced subgroup divisions, further impacting the rule development and implementation processes.

Understanding rule development and implementation in culturally diverse teams and how these processes are impacted by language disparities enables managers to help members develop more successful behavioral patterns by keeping language-fluency (and other) attributes in mind.

The study extends and complements previous team research by providing in-depth insights into the process of rule development and implementation. It demonstrates the impact of language-fluency asymmetries and subgroup dynamics on these processes. The authors propose a model to capture the processes by which culturally diverse teams create rules, and how the rule-setting mechanisms might be moderated by faultlines such as language-based disparities.

The purpose of this paper is to demonstrate a multi-dimensional second-order operationalization of strategic planning, to advance the understanding of this construct.

Data on the strategic planning construct were collected using survey questionnaire administered to 123 small and medium-sized manufacturing enterprises (SMEs) in India.

The findings clearly reveal that the strategic planning construct can be effectively operationalized as a second-order multi-dimensional construct.

Data for this study have been collected primarily from SMEs of manufacturing firms. Further investigation in other kinds of firms may help in the enhancement of the construct.

Scholars have long called for using second-order constructs in strategy research. Operationalizing multi-dimensional constructs as unidimensional leads to inaccurate results and interpretations. By demonstrating a second-order operationalization of strategic planning, the authors illustrate better ways of operationalizing a construct. At the same time, this operationalization should help in better understanding of the implications of strategic planning on firm performance.