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Drawing on Fang’s (2012) Yin Yang theory of culture while taking up the roadmap proposed by Li (2016) for applying the epistemological system of Yin Yang balancing to complex issues in management research, in general, and to paradoxical issues, in particular, the purpose of this paper is to explore how organizations and individuals in the West can balance cultural paradoxes and manage culture dilemmas through the lens of Yin Yang wisdom.

The paper is based on a qualitative case study. Data are gathered through interviews, documents, and field observations in four subsidiaries of an Italian insurance multinational corporation and were analyzed according to the three parameters, i.e., situation, context, and time (Fang, 2012).

The findings show how the integration and learning from seemingly opposite cultures and sets of values lead the organization and individuals to balancing cultural paradox and managing cultural dilemma effectively. With regard to situation, the authors find that both organizations and customers choose the most relevant value(s) to take advantage of specific events or circumstances, and that different value orientations can coexist. As for context, the authors show that organizations can adapt their values either through suppression and/or promotion, which can foster individuals to find new balancing within the paradox. In terms of time, the authors show that the process of learning from other cultures over time can play a role in the shift of people’s and organizations’ choices of attitudes and value orientations.

The paper suggests the relevance and usefulness of adopting Yin Yang wisdom to uncover the dynamic process of cultural learning in Western scenarios.

The purpose of this paper is threefold. First, the paper demonstrates how inter-ocular testing (looking at the data) of Schwartz values from world values study (WVS) provides a surprisingly different picture to what the authors would expect from traditional mean comparison testing (t-tests, analysis of variance (ANOVA)). Second, the authors suggest that the ReVaMB model can be applied to an East Asian philosophical perspective. Relativity, the authors argue, is a factor when East Asian wisdom, philosophies and ideologies (Confucianism, Taoism, Buddhism and Legalism) “drive” outcomes such as work ethic. Third, the paper serves as an editorial to a special issue in CCSM on East Asian wisdom and its impact on business culture and performance in a cross-cultural context. Common themes are Yin Yang, how different cultures deal with paradox, and Zhong Yong, with accompanying concerns of how to conceptualise and deal with balance of opposites.

The authors adopted ten variables of the Schwartz values scales used in the WVS and subjected them to principle components analysis to reduce the number of variables. The authors found a two-factor solution: one relating to personal material success and adventure and excitement; another relating to success and personal recognition. The authors labelled these factors as Altruism and Hedonism. The analysis is based on an overall sample of 84,692 respondents in 60 countries. In addition to traditional statistical testing, the authors conduct inter-ocular testing. The authors also suggest that the ReVaMB model can be applied to East Asian wisdom.

Three recommendations help to arrive at more accurate conclusions when comparing groups: the authors recommend to aspire to “consistent look and statistic”. If the data distribution does not agree with the statistics, then the researcher should take a closer look. To avoid misinterpreting statistics and other analysis, the authors recommend inter-ocular testing, i.e. eyeballing data in a scientific fashion. The authors provide specific examples how to do that. The authors recommend to test for common-language effect size (CLE), and also recommend a new rule of thumb, i.e. a split of 60/40 as minimum difference to make any generalisation; 70/30 is worth considering. The rule of thumb contributes to better differentiation between real and “not real” differences.

The authors introduce two concepts: the “inter-ocular test”, which simply means to “look at your data”, and the Chinese word, 错觉 (Cuòjué) which roughly translates to “illusion”, “wrong impression”, or “misconception”. This study argues against accepting simplistic averages for data analysis. The authors provide evidence that an inter-ocular test provides a more comprehensive picture of data when comparing groups rather than simply relying on traditional statistical mean comparison testing. The “word of caution” is to avoid premature conclusions on group comparisons with statistical testing alone. The authors also propose an extension of the original ReVaMB model from a confucian orientation to a broad East Asian philosophical perspective. Culture does determine attitudes and behaviour which in turn contribute to the shaping of cultures, depending on situation, context, location and time. The “context” for a situation to occur should be tested as moderators, for example, between East Asian wisdom (Confucianism, Taoism, Buddhism and Legalism) and behavioural or attitudinal dimensions such as work ethic.

Despite their growing proliferation and significance, multinational enterprises (MNEs) from the developing countries have not received adequate attention. To close the gap, this paper seeks to answer a fundamental question: what is the evolutionary pattern of the MNEs from the developing countries? To address the above question, this paper focuses on a longitudinal case study of a successful multinational firm from a developing country in Asia. Both theoretical and practical implications of the case are discussed.

The purpose of this paper is to suggest that business group (BG) networks act as conduits for diffusion of information and resources pertaining to internationalization. It considers three types of BG networks arising from three different types of ties- director interlock, direct equity, and indirect equity. In particular, it examines the effects of cohesiveness of these BG networks on the diffusion of internationalization within a BG.

Drawing on social network perspective, it is hypothesized that, for each type of network, cohesiveness enhances within-BG similarity of the extent of internationalization. An empirical investigation is conducted on a sample of 55 Indian BGs for the period 2009-2013.

Results support all the three hypotheses, suggesting that higher level of cohesiveness leads to higher level of within-BG similarity of the extent of internationalization, for all three network types.

Findings of this study contribute to the BG literature by examining the effects of BG network cohesiveness on the diffusion of internationalization within a BG, for three types of BG networks.

Indicates that international human resource management (IHRM) is becoming increasingly important in a growing number of Irish international companies, which, while large in national terms, are medium‐sized when compared withother European and North American multinational firms. The findings of the research suggest that the development of comprehensive IHRM policies and practices may enable smaller firms to be more proactive in their approach to internationalisation and to have a greater choice over the types of markets and countries they enter.

Against the backdrop of IBM Personal Computer Business's acquisition by Lenovo Group, this case introduces the remodeling process of Lenovo's HR organization and development team, during which the company's 5P principle, namely “Plan (think clearly before making promise), Perform (promise is to be fulfilled), Prioritize (company's interest is top priority), Practice (make progress every day in every year), Pioneering (venture any experiment to be a trailblazer), takes shape. After learning about Lenovo's recruitment of internationalized talents, cross-cultural coaches for senior leaders, cultural development in internationalization and risk aversion in international operations, we can understand what Lenovo's HR team does to avoid conflicts in corporate culture and ethnic culture in cross-border mergers and acquisitions and integration, and how to adjust and change the HR management system.

Major changes have taken place in sport in recent years, which has consequently led to the emergence and development of an associated sport management literature. To date, this literature has been confined to the margins of management theory and research, although the development of sport has been such that a multitude of opportunities now exist for academics and practitioners to address the most pertinent issues facing sport management. This paper aims to focus on the changes and to address the issues arising from them.

The paper begins by providing a brief overview of the development of sport. It then explores the fundamental elements of sport that mark it out as being different from other products or industrial sectors. This covers the following areas: the uncertainty of outcome; competitive balance; contest management; collaboration and competition; and performance measurement. The paper then considers the management issues pertaining to the models of sport employed in, for example, the United States and Europe. Following on from this, the internationalisation and globalisation of sport, linked to developments in new media technology, are examined.

Some emerging issues in functional management areas are highlighted, including the development of sponsorships; the need for sport to adopt a strategic approach to PR; and ensuring the needs of multiple market places are met through appropriate scheduling of games and events, alongside a range of possible foci for future sport management researchers.

This paper highlights a range of issues for sport management researchers and highlights which aspects of sport management require the specific attention of researchers.

The chapter reviews existing research on merger and acquisition (M&A) activities and chief executive officers (CEOs) in organizations. The study provides insights into the existing literature and proposes avenues for future research on M&A activities and CEOs. The present study adopts bibliometric analysis on 319 articles identified from the literature. The articles selected for analysis are extracted from the Scopus database and are selected based on the focus of the papers on M&A activities and CEOs. Existing studies on M&A activities and CEOs demonstrate that CEOs affect M&A activities, CEOs affect the performance of M&A activities, and M&A activities also influence the role of CEOs in M&A activities. We identify and list scientific mapping in trending topics, scientific production, citation analysis, prominent authors, and their affiliations. The study is relevant to academicians, practitioners, and policymakers interested in corporate finance, especially in the areas overlapping CEO attributes and M&A activities.

This article is based on the author’s experience as head of a leading international business school, with strong embedded values in providing the highest level of quality business education within a global perspective. The scope of the article is one of focusing on a global business school, i.e. one which is able to draw on professors and students to come together for teaching and learning in a “global meeting‐place” from all over the world. The article provides the following results, conclusions and recommendations: first, a distinction is made between local business schools, serving typically a national market, regional business schools, typically serving a number of national markets, but within the same language area, and global business schools, typically serving the entire world community. Then the content of a global curriculum is reviewed, and five items are being identified: a strategic competence, a partnership competence, a staffing competence, a learning competence, and an organizational competence. In order to pursue global growth and to develop the capabilities for this, a conceptual model by Chakravarthy and Lorange is then being introduced, where one’s strength will be the starting‐point/basis for further global expansion, either by leveraging one’s capability vis‐à‐vis new markets, or by building a new business by adding new competences to the existing ones, or as a next step by combining the two leveraging and building dimensions into a transform strategy. Four managerial challenges are then being reviewed for the leading global business school, namely the issue of language, the mix of the student body, the degree of internationalization of the teaching and administrative staff, as well as the global marketing challenge. The article concludes with a discussion regarding an optimal location for the global business school. It is argued that perhaps many of today’s leading business schools, being located in major markets, will not have an optimal location, due to the fact that these major markets can more or less explicitly lead to a nationally based bias of the teaching and research being undertaken, i.e. obstructing the globality focus of the business school. A small country location might therefore be preferable.

It is widely accepted that improvements in the management of employees can contribute to the competitive advantage of companies. Indeed, human resource management (HRM) holds that the success of business strategy hinges on the development of a more strategic approach to the management of labour. Training is an element which is central to any assessment of the effectiveness of HRM strategies, and it is linked to HRM in three major ways: (1) Companies become dependent on the external labour market for their skills supply if they neglect it. (2) It creates an incentive to develop complementary aspects of HRM in order to protect the company’s investment. (3)Training has a symbolic value in so far as it demonstrates to employees the value the company places on them and can thus contribute to motivation.