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For decades, expatriate scholars have understood that the individual factors of cultural humility and ethnocentrism and the contextual factors of feedback and support affect expatriates’ outcomes. The study, rooted in the observation that great advice and support are often ignored by expatriates, seeks to uncover why. Based in the humility literature, the authors test whether individual differences interact with support to affect expatriate performance. The paper aims to discuss these issues.

The authors surveyed a matched sample of 62 expatriates and their supervisors from one multinational organization.

The study found that expatriates higher in cultural humility benefit more from the support and feedback offered in the host national work environment which, in turn, facilitates better supervisor ratings of performance. The authors also found that expatriates’ ethnocentrism has a direct negative influence on their ratings of performance.

The findings in the study are focussed and robust, but tested within a single organization. That said, the authors believe the results have implications for expatriate selection and for ways to manage the host national environment to improve expatriate performance.

The study joins the research conversation on how expatriates’ individual differences interact with the environments in which they are placed to affect their success. This study also underscores the importance of humility in the global professional context.

The construct of cultural intelligence has recently been introduced to the management literature as an individual difference that may predict effectiveness and a variety of interpersonal behavior in the global business environment. This construct has enormous potential in helping to explain effectiveness in cross-cultural interactions. However, progress has been limited by the adequacy of existing measures. In this chapter, we describe the development and preliminary validation of a web-based assessment of cultural intelligence based on our conceptualization of cultural intelligence.

Kevin Au graduated from the Chinese University of Hong Kong with a BBA and earned his Ph.D. in management/international business at the University of British Columbia. He co-founded the CUHK Center for Entrepreneurship and has been an associate director. He also serves as associate director of the MBA programme. His research interests are international management, entrepreneurship, family business, social network and cross-cultural research methodology. He has published dozens of academic articles, cases and book chapters, and served on the editorial boards of several academic journals. He has provided consulting and training for the government and business corporations. His clients include the Central Policy Unit, Hong Kong Cyberport, Ove Arup and a number of business startups and family businesses in Hong Kong.

Using a sample of 76 US‐based multinational firms, this study tests two hypotheses: whether top management teams' national diversity, and the number of countries of operation worldwide are related to other established indicators of internationalization. Results suggest that both hypothesized indicators are aspects of the nomological network for a firm's internationalization.

We conceptualize new ways to qualify what themes should dominate the future international business and management (IB/IM) research agenda by examining three questions: Whom should we ask? What should we ask, and which selection criteria should we apply? What are the contextual forces? Our main findings are the following: (1) wider perspectives from academia and practice would benefit both rigor and relevance; (2) four key forces are climate change, globalization, inequality, and sustainability; and (3) we propose scientific mindfulness as the way forward for generating themes in IB/IM research. Scientific mindfulness is a holistic, cross-disciplinary, and contextual approach, whereby researchers need to make sense of multiple perspectives with the betterment of society as the ultimate criterion.

In this chapter we question whether current conceptualizations of global leadership competencies adequately address the dynamic and complex nature of the multinational team (MNT) context. We report findings from a study that incorporated the perspectives of MNT leaders as well as members on MNT leadership. We asked MNT leaders and their team members to identify the competencies that they believe are needed for effectively managing MNTs. The findings from this study promise to enhance our understanding about the specific nature of the MNT context, as viewed by the two parties that are at the frontline of multinational teamwork: team members and leaders. We use this dual perspective to clarify global competencies that MNT leaders may need to develop in themselves, and to propose a framework that may assist multinational organizations in identifying, rewarding, and developing MNT leaders.