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Given the dramatic changes taking place in society, the economy, and technology, 21st-century organizations need to engage in new, more spontaneous, and more innovative ways of managing. I investigate why an increasing number of companies are including artists and artistic processes in their approaches to strategic and day-to-day management and leadership.

Examines the underlying assumptions that companies make about the role of women in international management. Based on numerous studies, explodes some of the traditional myths about women expatriates: that they do not want to be international managers and that foreign prejudice against women renders them ineffective. However, another myth – that companies hesitate to send women abroad – is found to be true. Competitive advantage in transnationals can only come from a combination of an increased representation of women and a recognition of differences as complementary. Recommendations are given to companies and to future women expatriates.

The term “globalisation”, although ubiquitous, has lost precision due to the fact that it can be applied in diverse ways. Here, multiple implications of globalisation are discussed in order to clarify its impact upon modern business and vice versa. In specific, the concepts of homogenisation, polarisation, and hybridisation are examined. By comparing these models to earlier paradigms (such as those provided by the Enlightenment and the Romantic Movement), more precise discussions of globalisation result. The concept of dialectics, furthermore, provides a valuable tool to use when analysing the process of hybridisation.