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This research highlights the scenarios that might serve as a strategic vision to describe a future beyond the current library, one which both guides provosts and creates a map for the transformation of human resources and technology in the university research libraries. The scenarios offer managerial leaders an opportunity to envision new roles for librarians and staff which brings a much needed focus on the development of human resources as well as a thought-stream to understand decisions which effectively and systematically move the organization toward a strategic vision.

These scenarios also outline possible future directions research libraries could take by focusing on perspectives from library directors, provosts, and administrators for human resources. The four case study scenarios introduce potential future roles for librarians and highlight the unsustainability of the current scholarly communications model as well as uncertain factors related to the political, social, technical, and demographic issues facing campuses. Given the changes institutions face, scenarios allow directors to include more uncertainty when developing and articulating a vision. These scenarios may start a discussion, before a strategic planning process, to sharpen the evaluations and measures necessary to monitor achievements that define the value of the library.

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

Scholarship on workplace diversity, equity, and inclusion (DEI) is voluminous. Nevertheless, there is relatively little work that examines DEI from an organization development and change (ODC) or systems perspective. As a result, there is no unified framework ODC practitioners can use for DEI diagnosis and intervention. The purpose of this chapter is to review the ODC literature with respect to DEI and propose a diagnostic Context-Levels-Culture (CLC) framework for understanding and addressing diversity-related challenges in organizations. We also present a case example of how this framework can be used in DEI consulting, including implications for future research and practice.

For the past several decades, the field of global leadership has made noteworthy theoretical and empirical progress. The role of a global follower, however, has not been addressed to date. This chapter focuses on global followers and global followership as vital elements of a global leadership process supporting a traditional followership view that “leadership can only occur if there is followership” (Uhl-Bien, Riggio, Lowe, & Carsten, 2014, p. 83). Two assumptions ground the arguments: global leaders and global followers are engaged in a partnering process of global leadership, and followers and global followers have distinctive characteristics influenced by their specific environments. To explore those assumptions, we start by introducing the followership theory and relevant followership characteristics. Subsequently, we address the role of context in global leader–follower dynamics, extrapolate global followership characteristics from relevant multidisciplinary literature, and offer an example of a global leader–follower partnership. Next, we examine mentions of global followers and global followership in academic and nonacademic literature, and define a global followership construct. The conceptual framework, global followership model, research agenda, and practical implications conclude the manuscript.

When analyzing modes of navigating a multi-cultural environment in a multinational corporation (MNC), most studies employ an etic approach that delineates how, for example, multi-cultural companies thrive and maneuver in a likewise multi-cultural business contexts. This approach implies the use of theoretical models and empirical observations that from a methodological view identify an employee as either an objectified agent or as an anonymous “other,” indicating that such approaches are rooted in an ethnocentric academic tradition. Acknowledging the merits of this tradition, we take the methodological approach a step further and introduce an emic or contextualized approach that makes employees themselves provide the bulk of data on how and why they position themselves in a multi-cultural organization the way they do. The main objective of this chapter is thus to discuss how employees develop personal strategies to navigate in a complex multi-cultural organization. The study takes off by developing a theoretical model for how to approach emic studies and then proceeds to suggest a methodological approach that is capable of providing empirical data for a model based on a combination of both etic and emic approaches. This constitutes a first step towards developing a generic model of how to deal with context. In order to test the model, the empirical focus will be on the relationship between the headquarter of the Danish MNC, Maersk Line, in Denmark and its subsidiaries in Asia. This relationship is analyzed on the basis of interviews in the Danish headquarter and in the local offices in Tokyo, Kuala Lumpur, and Penang.

Existing literature on organizational culture focuses on the strategic fit between a firm's culture values and its technology and task environment. This study, however, emphasizes the diffusion perspective of organizational culture, that organizations often imitate cultures of successful firms to reduce uncertainty, resulting in a homogeneous set of organizational culture values that are considered universally beneficial to organizational functioning. Culture values falling into this category include modern values that emphasize innovation, risk-taking, and change, as opposed to more traditional values that focus on stability and consistency. Using 1958 employees from 50 firms in Taiwan and Mainland China, we developed an organizational culture measure consisting of both modern and traditional organizational culture values. We showed that modern organizational culture values were considered beneficial even by employees with traditional personal values.

In this response, we address the thoughtful commentaries by Chen and Tsui, and Erez and highlight three overarching themes emerging from their contributions. First, we address the challenge of balancing complexity and parsimony in our model of values, HRM practices and fit in cross-cultural contexts. Second, we provide further explanations of the linkages between societal and organizational values. Third, we address the question of whether culture and climate should be treated as separate constructs in the model. In doing so, we hope to stimulate future progress in multi-level and cross-cultural perspectives of HRM and fit.

Stanford contributed significantly to the organizational culture movement that occurred in organization studies from 1970–2000. This chapter traces developments at Stanford and puts the contributions of its researchers and scholars in the context of the many influences that shaped the study of organizational culture during this period. In addition to the historical account, there is speculation about why the culture movement at Stanford more or less ended but might yet be revived, either by those studying institutionalization processes or by those who resist them.