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The team members’ expertise has been shown to increase team effectiveness when it is actively coordinated. While in face-to-face teams such expertise coordination unfolds through direct interaction, expertise coordination in dispersed teams is unlikely to evolve automatically. In this context, shared leadership, that is, the distribution of leadership influence across multiple team members is argued to serve as initiating mechanism for expertise coordination.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper aims to investigate how organizational structure (i.e. centralized hierarchical vs decentralized egalitarian decision-making) can color leadership evaluations of equivalently positioned men and women independent of their actual leadership style. This study addresses three questions: Are men’s leadership abilities, in terms of competence, dominance and interpersonal skills, evaluated more positively than women when they lead a hierarchical company? Are men and women’s leadership abilities evaluated similarly when they lead an egalitarian company? Do organizational outcomes change these effects?

The research performs an eight-condition online vignette experiment on American community college students.

The findings suggest that organizational structure and outcomes influence how male versus female leaders are perceived. When leading a hierarchical company, male leaders not only gain more in perceived leadership ability when their company succeeds but are also less likely to lose legitimacy when their company fails. When leading successful egalitarian organizations, men and women’s leadership skills are thought to gain similar legitimacy, but when an egalitarian organization fails, perceptions of female leaders’ competence, status dominance and interpersonal skills drop more than those of men.

This study’s generalizablity is limited given the sample of participants and the context of the industry utilized in the vignette.

This study suggests that women’s promotion into leadership can be impeded by the decision-making structure of the organizations they lead independent of their individual choice in management style. Women leaders face not only disadvantaged evaluations of their leadership abilities in hierarchical organizations but are also not unilaterally advantaged in egalitarian organizations.

This paper highlights the need to theoretically examine how organizational structures fundamentally embed gender stereotypes.

This paper aims to examine how media play a role in community responses to disaster. The authors explore how communication technology may allow new relationships between community groups and emergency agencies. The authors examine the context within which warnings and risk communication are interpreted by media services. The authors observe how, in an emergency context, the thinking about media may change from that of a linear framework of information provision to one of shared resources.

The authors focus on Second Life, a shared, online space which uses 3D graphic images to simulate a virtual environment. Second Life is posited as a media tool with clear advantages for the training of emergency services professionals and citizens in the community. The authors observe emergency training scenarios and advantages for training for critical thinking and decision-making.

The authors observe then how virtual worlds such as Second Life provide an online forum in which participants can interact, communicate and simulate action in a complex 3D graphic environment. Second Life may be a useful medium for simulating and testing geo-physical and social manoeuvres using the modeling tools. This may allow for collaborative decision-making in simulations which can prepare or rehearse people for emergency conditions. It may be useful in an emergency with information streamed and coordinated at a single online site. A shared network like Second Life may be shared by many people co-synchronously or a-synchronously, despite their geographic distance. Second Life applications may also be useful in the aftermath of emergencies for design and rebuilding, for analytical and educational purposes.

It is clear that social networks like Second Life provide a valuable tool with which to learn about and share data and information about bushfires, community emergencies and safety precautions in a social setting. It can also provide, at the local level, a forum for community information and discussion, as well as for counselling and reconstruction in the aftermath.

The authors suggest that the range and flexibility of tools and their excellent geographic visualization and social networking functions may in future allow for learning and decision-making among diverse and disparate groups who can come together in virtual space. It is especially useful in remote communities as a means of uniting people who are otherwise isolated by distance or trapped in emergency situations. Second Life is useful for sharing information, organizational and local knowledge about disaster and mitigation management. This media-rich platform is valuable to a community that is increasingly adept with shared, 3D graphic computer interfaces.

Applications like Second Life may provide a space where users can access a range of tools as a means of informing, educating, empowering and warning participants in emergency scenarios, both real and simulated. They are more than virtual spaces; they are also social spaces. A platform like Second Life may provide a virtual solution for such communication challenges especially where communities are too remote, too dispersed or even too many in number to be easily accessible in the field.

This paper contains new and significant information about emerging communication systems and platforms that may be of use to those researching and planning around disaster management, mitigation and resilience. It addresses the use of new techniques which are the result of innovation in technology, software design and network design. It applies a discussion of these techniques to several hypothetical and real-life scenarios to explore the potential for virtual tools as a way of providing enriched information, mapping and communication tools across a range of disaster response scenarios.

This paper aims to investigate the ability of performance measurement systems (PMS) that were implemented by headquarters at foreign subsidiaries to influence decisions made by the subsidiary. This is important because PMS are important control mechanisms in the relationship between headquarters and subsidiaries within multinational firms.

Acknowledging that controlling foreign subsidiaries is particularly challenging when they are geographically distant to headquarters, the authors collect survey‐based data from Chinese subsidiaries of multinational firms. They develop several hypotheses which are tested on a sample of 148 subsidiaries using multiple regression analysis.

The results suggest that the influence of headquarter‐designed PMS on subsidiary decisions is higher when the compensation of subsidiary management is linked to PMS, when additional formal control is enforced, when PMS are affected by external events, when PMS are comprehensive, and when subsidiaries are embedded into the local business environment. Also, the authors find a negative interaction effect between comprehensive PMS and the extent to which PMS are affected by external events on the decision‐influence of PMS.

Limitations arise from the study setting in China. As management accounting research originates from and has mostly focused on Western countries, it remains somewhat unclear whether the constructs and instruments used in this study are fully transferable to China, despite the statistical and conceptual remedies that were applied.

The study offers new insights into the role of PMS in multinational companies. It extends earlier research by offering empirical evidence from one of the most important emerging economies. As such, the results are relevant for almost every global firm using PMS to control foreign subsidiaries.

The purpose of this paper is to explore the fit between process standardization and international management strategy of multinational corporations (MNCs) by assessing the compatibility between process standardization and corporate structural characteristics in terms of asset configuration and headquarters-subsidiary relationships.

First, after a literature review on MNCs’ strategy and process standardization, the study suggests two propositions on the fit between corporate international management strategy and process standardization. Second, to empirically examine the propositions, the study investigates the outcome of process standardization in three cases with different strategic and structural contexts. Third, using the propositions and empirical findings, the study proposes a framework for aligning process standardization with MNCs’ structural characteristics.

Process standardization has a higher degree of fit in MNCs pursuing global integration where process standardization parallels the need for coordinating interdependencies in the functional structure, and is consistent with the headquarters’ operational control over the subsidiaries. Process standardization has a lower degree of fit in MNCs seeking local responsiveness as process standardization disturbs the financial control relationship between the headquarters and subsidiaries and is less crucial for coordination as the subsidiaries contain the necessary coordination mechanisms.

The study provides in-depth understanding of how the international management strategy and consequent structural characteristics of MNCs affects process standardization in the course of a global enterprise resource planning implementation. The study proposes conditions of fit for aligning process standardization with asset configuration and headquarters-subsidiary relationships of an MNC.

The purpose of this paper is to explore the social construction of executive pay in the UK via an examination of narratives drawn from the social actors on the front-line of Key Management Personnel (KMP) pay determination.

The authors' qualitative research draws upon in-depth interviews with non-executive directors (NEDs) serving on remuneration committees, institutional investors, and independent pay consultants.

Regulation, market pricing and risk mitigation together with the social processes inherent within discharging corporate governance responsibilities create a status-quo-preserving isomorphic effect, restricting context-sensitive approaches to KMP pay determination.

The paper informs action by company directors, investors and policy makers to address KMP pay controversies, building shared accountability amongst decision-makers focussed on more strategic context-aligned processes and outcomes.

The authors' analysis illustrates how institutional isomorphism can be applied to analyse social actors' interpretations within KMP pay decision-making. The authors show that normative, coercive and mimetic isomorphic forces must be applied in dynamic interaction to extend the explanatory power of institutional isomorphism through the creation of a “No-Come-In” effect in respect of contemporary KMP pay determination settings.

The purpose of this paper is to provide managers of multinational companies and researchers with a framework for investigating and effectively managing organizational factors and supply‐chain networks in lieu of conditions prevalent in developing countries.

This paper draws from the international management, supply‐chain management, and organizational behavior literature to construct a framework and formulate propositions linking important organizational factors to supply‐chain effectiveness in developing countries.

The paper reviews the literature, develops a useful framework, formulates propositions, and provides important managerial insights for supply‐chain management in developing countries.

Supply‐chain effectiveness is a broad construct in this paper. Future research might want to isolate and examine the potential effects of organizational variables on more narrow supply‐chain outcomes.

The modeled framework can help managers of Multinational Corporations (MNCs) better understand and manage important organizational variables in ways that render their supply chains in developing countries more effective.

Currently, the literature does not provide managers of MNCs and researchers a framework for investigating and effectively managing key organizational factors affecting supply‐chain networks in lieu of conditions prevalent in developing countries. This paper attempts to fill this gap. Propositions developed in this paper can serve as a foundation for future empirical research needed to support the development of theory in this area.

This paper aims to contribute to the tactical and operational decision making of manufacturing and logistics operations by providing novel insights into modelling and simulation, based on complex adaptive systems (CAS).

The research approach is theoretically based on CAS with agent‐based modelling (ABM) as the implementation method. A case study is presented where an agent‐based model has contributed to increased understanding and precision in decision making at a packaging company in the UK.

The results suggest that ABM provides decision‐makers with robust and accurate “what‐if” scenarios of the dynamic interplay among several business functions. These scenarios can guide managers in the process of moving from policy space to performance space, i.e. concerning priorities of improvement efforts and choices of production/manufacturing policies, warehouse policies, customer service policies and logistics policies. Furthermore, it is found that ABM can include and pay attention to several aspects of CAS and thus provide understanding of, and explanation for, the patterns and effects which emerge in manufacturing and logistics settings.

Aided by agent‐based models and simulations, practitioners' levels of intuition can be enhanced since patterns on the macro level emerge from agents' interactive behaviour. Together with insights from CAS these emergent patterns can be explained and understood, and are thus beneficial for the improvement of decision making in companies.

The case presented distinguishes this paper from what has been written in previous articles on the application of ABM, since such articles have not produced any empirically verified results after implementation of ABM.

Successful smart cities' implementation will require organisational leadership decision-making competences. The foundation of smart cities is digital technologies; many of these technologies are emerging technologies that require IT skills, which are scarce and will exacerbate the battle for talent between organisations. Filling the talent gap will necessitate global hiring, which has implications for organisational culture, cultural diversity and organisational leadership. Organisational cultural mix is an important contributor to leadership decision-making. However, decision-making is underpinned by trust. Blockchain is an emerging technology that has the potential to engender organisational trust in decision-making and, by extension, in the leadership with the ‘right’ organisational culture. Smart cities will be required to leverage emerging technologies to give business performance a competitive advantage and use emerging technologies’ applications to build a sustainable competitive advantage.