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Globalization and the COVID (post) pandemic continue to pose significant challenges to managing employee performance across geographic locations because there is a need to simultaneously implement procedures that are standardized and yet applicable to different contexts. This study aims to describe five universal principles in performance management that can be adapted to specific contexts to address the performance management standardization vs adaptation dilemma.

Critical literature review of evidence-based recommendations for practice.

This study describe five universal principles in performance management, how they can be adapted to specific contexts around the world and actions that organizations can take to implement them: (1) cultural congruence, (2) strategic congruence, (3) performance evaluation thoroughness, (4) inclusiveness and (5) effective feedback.

This study provide valuable and actionable knowledge for organizations facing performance management challenges around the world.

This case asks the student to take a stance on whether an portfolio manager should take a long or short position in the equity of Universal Display Corporation (PANL). The stock is polarizing, in that reasonable arguments could be made for both long and short positions. The case suggests a number of steps that an analyst might follow when valuing a company

Discounted cash flow valuation, comparables valuation, short selling. After students have analyzed the case they will be able to value the equity of a publicly traded company and take a position on whether a portfolio manager should buy or sell the stock.

The purpose of this paper is to analyse the neutrality of a management control approach and verify if it incorporates North‐American values.

The paper applies a discourse analysis methodology to make evident the North‐American values involved in legitimating the rationality embedded in the practices of a management control approach.

The approach imposes North‐American values as the best choice, pretending to be neutral and context‐independent.

The paper calls attention to the need to contextualise imported management knowledge supposed to be technical, neutral and universal.

The paper contributes to the process of revealing the reproduction of Anglo‐Saxon ideologies in organisational knowledge transferred to Latin America.

The aim of the study is to determine the nature and specificity of methodological approaches to management decision making in modern business systems. Management decisions are among the creative operations in the technology of management work. The methodology of decision making is of great applied importance and inevitably increases with the complexity of economic situations and management tasks. It is argued that on the one hand, decision making is a logical thinking activity and is implemented by senior staff and, on the other hand, is a management procedure and, therefore, should have a deep methodological study and be carefully organized and regulated by legislative and regulatory framework. It is proposed to consider approaches to management decision making as a set of basic methods of obtaining new knowledge, methods, and tools for solving problems of achieving the best result on the basis of in-depth study and compliance with the principles of organization of work in the chosen direction. The variety of approaches to management decision making reflects the different aspects of management processes taking place at the state and industry level, in the management of a particular business system. The practice of developing effective management solutions requires knowledge of universal and special approaches to the management of modern business systems and is a necessary competence of the management of a modern company.

This paper seeks to explore leading theories and concepts in professionalising the emerging field of business district management.

In the context of globalization and localization, it discusses distinctive place‐based elements of business improvement districts (BIDs), such as: law, nomenclature, assessment formulae, and branding; while suggesting and analyzing strategic international application of certain theories and concepts.

As an outgrowth of a literature review of globalizing cities, public administration, urban management, and BIDs together with semi‐structured interviews of respondents in connection with doctoral dissertation research and in view of co‐designing curriculum for and teaching a business district management certification program; research reveals that public entrepreneurship, social capital, network governance, and performance management can transcend disciplines and cut across sectors to be key theories and concepts for education and training of business district managers worldwide. However, management training is to be contextually developed consistent with branding techniques for the business district.

Future research and evaluation of BIDs in the globalizing metropolis can ground theory to inform best practices and professional standards that will enable similarly situated business districts across the globe.

Examining BID management is not new, however the thrust toward professionalising the field is new.

Organizations struggling to compete can do nothing while revenues and profits decline, putting their very survival at risk. Or they can recreate themselves by altering their situation, strategy, structure, or decision‐making style. The second choice, organizational renewal, is the focus of this study of five diverse businesses that renewed themselves through the proactive alteration of one or more of these four factors. Four research questions were explored using extensive qualitative methodology. Results highlight the need for alignment among situation, strategy, structure, and decision‐making style, as well as the importance of timing in the process.

This paper reviews the literature concerning the degree to which a universal European business management model exists now and is expected to develop in the future in response to European Union (EU) influences. The experiences of business organizations in Austria, Germany and Poland are presented as case evidence that the EU experience will increase the homogeneity of business management practices. The authors collected case study materials as part of an interdisciplinary project concerning EU enlargement. Outcomes include: a better understanding of business management during a period of EU growth in size and influence; and case materials for college level international business courses which highlight the cases discussed in the article.