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The aim of this paper is to explore how neuro‐linguistic programming (NLP) can help organizations achieve dramatic culture shifts in a short space of time.

Based on the author's 17 years of experience in helping organizations change, the paper puts forward a theory that it is the unconscious rules within an organization's culture that prevent change strategies from succeeding. The paper proposes strategies based on NLP for more effective change, supported by case studies demonstrating how the theory can be applied.

NLP‐based strategies help to uncover the unconscious rules and break them down to identifiable pieces on which to base strategies that will lead to real change.

The author shares a strategy and practical model for culture change that have been developed after many years of working with clients to deliver sustainable culture change initiatives that result in long‐term change.

The purpose of this study is to investigate the effect of perceived corporate social responsibility (CSR) on employees’ affective commitment through the mediating role of perceived corporate culture.

Data were collected by means of self-administered survey. A total of 379 complete responses were obtained from tourism and hospitality organizations in China. The proposed relationships were tested using structural equation modeling in four nested models.

Results show that CSR to employees and CSR to customers are fully mediated by employee development, harmony and customer orientation of the corporate culture, while CSR to stakeholders is partially mediated.

The findings also suggest that the literature should reconsider how CSR initiatives could pinpoint a specific dimension in developing loyal employees. This study also shows that employees are social actors who seek a corporate culture that best suits their self-interest; hence, they are more committed to an organization particularly in respect to employee development and social harmony.

This study adds to the literature by showing that not all CSR efforts would directly lead to employee commitment. It shows that the CSR-to-employee and CSR-to-customer dimensions play the most salient roles in nurturing a corporate culture that is perceived to focus on employee development, harmony, customers and innovation.

The purpose of this paper is to examine the impact that the level of individuals' intercultural competencies has on their satisfaction, trust and affective commitment and assessment of their work team.

An intercultural competencies classification system is developed in which the cognitive, affective and behavioural intercultural competencies predicted to impact upon individuals' responses toward, and assessments of, their work team are identified. The results of quantitative survey research providing support for the classification system are subsequently described.

Competencies identified as being related to individuals' responses toward, and assessments of, their work team include cognitive complexity, goal orientation, dissimilarity openness, tolerance for ambiguity and emotion, and conflict management skills.

The research provides sound evidence for the important role that intercultural competence plays in facilitating positive individual level outcomes which it is theorised will lead to positive team level outcomes.

The key contribution of the research is the development of an intercultural competencies classification system which ties together in a single but multifaceted framework the intercultural competencies required for employees working in culturally diverse teams.

The purpose of this paper is to explore the relationship between culture and regional innovation performance in China where innovation is deemed as a key for sustainable economic development. The diversity of China’s regional culture and its rising economic and innovative capability enhancement provides an opportunity for such an exploration.

This paper adopts the GLOBE’s nine cultural dimensions to empirically examine the relationship between culture and Chinese regional innovation performance through multiple regression analysis.

The study results find that performance orientation and gender egalitarianism have positive and significant influences on regional innovation performance, while institutional collectivism has a negative and significant influence. The remaining six GLOBE cultural dimensions show no significant effect on regional innovation performance.

To the best of the authors’ knowledge, this is the first research exploring the relationship between culture and regional innovation performance in a Chinese context by using GLOBE’s cultural dimensions that are deemed as a valuable empirical alternative to Hofstede’s cultural measures. The results of this study help further the understanding of the cultural influence in China’s regional innovation performance.

To understand how the external culture of an organization affects the internal decisions; to explore how employment stereotypes are used in recruitment; to grasp the general understanding of how line managers give more value to the bottom line than “non-discrimination statement”; to understand the challenges while managing a diverse workforce; and to critically analyze hiring decision and recommend practical solution.

Asma Malik was hired as a management trainee around five years ago. After successful completion of her one year as a management trainee, she was placed in the finance department. She outperformed all of her targets and received multiple rewards of a star performer. However, Malik was passionate and eager to work in the field and to work with the sales team. It was her dream to be an outstanding salesgirl. Based on the company’s policy of equal opportunity employer, she quickly got herself promoted to the position of wholesale manager and she was the first one to be provided such a challenging position. However, the market dynamics and market acceptability in a country like Pakistan were quite thought-provoking for a girl to be a wholesale manager. And it was observed that sales were constantly declining, as she had assigned this role. Now Country Manager (CM) had to make a decision, whether to transfer her to any other position or to retain her in the same position.

Bachelor of Business Administration and MBA.

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