Betina Szkudlarek, Ph.D. is an Associate Professor in Management at the University of Sydney Business School. Betina’s core research interests lie at the intersection of cross-cultural management, international HRM, and management of diversity. Her work has been published in top-tier international journals such as Organization Studies, Human Resource Management, and Journal of Business Ethics and featured in multiple national and international media outlets. Betina has worked with numerous multinational corporations and not-for-profits on developing intercultural competence and fostering global leadership excellence. Beyond her academic commitments, Betina holds the post of Strategic Sustainability and Growth Consultant with the United Nations.Laurence Romani, Ph.D, is Associate Professor at the Stockholm School of Economics (Sweden). Her work focuses on issues of representation and interaction with the cultural Other in respectful and enriching ways. She considers contributions from critical management, feminist and postcolonial organization studies to further cross-cultural management research and teaching. Laurence has published articles in journals such as Organization, Organizational Research Method, Journal of Business Ethics or the International Journal of Cross-Cultural Management and multiple book chapters in international handbooks and edited volumes. Laurence works on the promotion of critical cross-cultural management studies with the organization of conference tracks (CMS, EGOS), editorial work (Journal of Business Ethics) and edited volumes such as Cases in Critical Cross-Cultural Management: An Intersectional Approach to Culture (Routledge) co-edited with Jasmin Mahadevan and Henriett Primecz.Dan V. Caprar, MBA, Ph.D., is a Senior Lecturer at the University of Sydney Business School. Dan’s work reflects his interest in understanding how individuals are influenced by their work and life contexts, and how, in turn, they can shape these contexts. As such, his research, teaching, and consulting are focused on culture, identity, and leadership. His research has been published in top tier journals (e.g., Journal of International Business Studies, Human Relations, Academy of Management Learning and Education, Journal of Business Ethics, etc.) and prestigious books. He also engages in public debates via media contributions and community events. Besides teaching in the MBA and Executive Education programs at the University of Sydney, Dan conducts executive coaching sessions and independent learning programs.Joyce Osland, Ph.D. is the Lucas Endowed Professor of Global Leadership and Executive Director of the Global Leadership Advancement Center at San Jose State University. In addition to founding the center, she also co-founded the innovative GLLab, which takes an assessment center approach to global leadership development. Joyce won her field’s highest teaching award based on her contributions to global leadership development and experiential learning. She is also a prolific, award-winning scholar with over 150 publications. Joyce co-edits Advances in Global Leadership and Global Leadership: Research, Practices, and Development. In addition to speaking, consulting and training at global companies, non-profits and universities, Joyce is a senior partner of the Kozai Group, which creates instruments that assess global competencies.  Prior to becoming an academic, Joyce lived and worked for 14 years in seven countries, primarily in the field of international development and training.

From an inclusive pluralism perspective, this Handbook pays tributes to well-established cross-cultural management topics and offers paradigm shift ideas to contemporary intercultural competence work. In assembling the theoretical and research wisdom of expert scholars from diverse disciplines, the editors succeeded in making an innovative contribution in explaining the complex interplay of individuals, cultural encounters, organizational processes, and societies. This book is a must-read for anyone who is interested in mastering the major paradigmatic advances, up-to-date methodologies, and timely topics such as global leadership, global mobility, diversity management, ethics and religion, and intercultural competence development, to name just a few.

• Introduction: Contemporary Shifts in Cross-Cultural Management - Betina Szkudlarek, Laurence Romani, Dan Caprar, & Joyce OslandSetting the Stage - Cross-Cultural Interaction: Creating Success in the Twenty-First Century - Nancy J. Adler & Zeynep AycanPart 1: Multiple Research Paradigms for the Study of CultureChapter 1: Culture in Cross-Cultural Management: its Seminal Contributors from a Positivist Perspective - Sonja SackmannChapter 2: Interpretive Approaches to Culture - Martine Cardel Gertsen & Mette ZølnerChapter 3: Critical Perspectives on Cross-Critical Management - Laurence Romani, Mehdi Boussebaa, & Terence JacksonChapter 4: The Concept of Culture in CCM: Genealogical Considerations - Jasmin MahadevanChapter 5: On Paradigm Tolerance in Cross-Cultural Management Research - Mark Mendenhall & Thomas HipplerPart 2: Research Methods in Cross-Cultural ManagementChapter 6: Survey Methods in Cross-Cultural Management - Yuan LiaoChapter 7: Experimental Methods for Cross-Cultural Management - Ronald Fischer & Johannes Alfons KarlChapter 8: Ethnography and Cross-Cultural Management - Fiona Moore & Jasmin MahadevanChapter 9: Methods of Critical Cross-Cultural Management - Laurence Romani, Jasmin Mahadevan, & Henriett PrimeczChapter 10: The Uneasy Relationship Between the Case Study and Cross-Cultural Management - Rebecca Piekkari, Catherine Welch, & Mette ZølnerChapter 11: Towards Greater Methodological Awareness and Researcher Reflexivity - Anne-Marie SøderbergPart 3: Cross-Cultural Management and Intersecting Fields of StudyChapter 12: Languages and Cross-Cultural Management - Susanne Tietze & Rebecca PiekkariChapter 13: Cross-Cultural Issues in Knowledge Management: A Multi-Discourse Review - Harun Emre YildizChapter 14: Global Talent Management - Hugh Scullion, Martin Mullholland, & Monica ZaharieChapter 15: Ethics in the Context of Cross-Cultural Management - Ilona Szocs & Christof MiskaChapter 16: The Role of Religion in Cross-Cultural Management: Three Perspectives - Tuomo PeltonenChapter 17: Cross-Cultural and Diversity Management Intersecting in Global Diversity Management: Tensions and Opportunities - Laurence Romani & Charlotte HolgerssonChapter 18: Producing Knowledge on Cross-Cultural Management: Conditions, Connections, Consequences - Janne TienariPart 4: Individuals and Teams in Cross-Cultural ManagementChapter 19: Cross-Cultural Management & Cultural Identity: Past Perspectives and Present Prerequisites - Mary Yoko BrannenChapter 20: Culture, Context, and Work Motivation - Carlos J. Sanchez-Runde & Richard M. SteersChapter 21: Cross-Cultural Management and Intercultural Communication - Mary M. Meares & Janet M. BennettChapter 22: The Role of Trust in Cross-Cultural Management - Markus Pudelko & Jiaxuan LiuChapter 23: Cross-Cultural Teamwork - Mary Zellmer-Bruhn & Mary M. MaloneyChapter 24: Cross-Cultural Comparative Leadership Studies: A Critical Look to the Future - Ann Herd & Kevin LoweChapter 25: The Birth of a New Field from CCM: Global Leadership - Joyce S. Osland, Rikke Kristine Nielsen, Mark M. Mendenhall, & Allan BirdChapter 26: Some Thoughts on Cross-Cultural Management Research - David C. ThomasPart 5: Global Mobility and Cross-Cultural ManagementChapter 27: Global migration and cross-cultural management: Understanding the past, moving towards the future - Eun Su Lee, Duc Cuong Nguyen, & Betina SzkudlarekChapter 28: The Changing Context of Expatriation and its Impact on Cross-Cultural Management - Yvonne McNulty & Chris BrewsterChapter 29: A ′Change′ Perspective of Repatriation: Review and Research Recommendations - Eren Akkan, B. Sebastian Reiche, & Mila B. LazarovaChapter 30: Refugees and Cross-Cultural Management Studies - Priya A. Roy, Betina Szkudlarek, & Dan V. CaprarChapter 31: The Nonlinear Relationships in Cross-Cultural Management and Global Mobility - Paula Caligiuri & Jaime BonachePart 6: Developing Intercultural CompetenceChapter 32: Conceptualizing Cross-Cultural Management Competence - Snejina Michailova, Nigel Holden, & Smita PaulChapter 33: Developing Intercultural Competency: With a Focus on Higher Education - Allan Bird, Gary Oddou & Michael Harris BondChapter 34: Cross-Cultural Training - Vasyl Taras, Yonghong Liu, Anju Mehta, Madelynn R.D. Stackhouse, & Maria Alejandra Gonzalez-PerezChapter 35: Developing Intercultural Management Competences: The Next Frontier is Inward Bound - Martha Maznevski

Betina Szkudlarek, Ph.D. is an Associate Professor in Management at the University of Sydney Business School. Betina’s core research interests lie at the intersection of cross-cultural management, international HRM, and management of diversity. Her work has been published in top-tier international journals such as Organization Studies, Human Resource Management, and Journal of Business Ethics and featured in multiple national and international media outlets. Betina has worked with numerous multinational corporations and not-for-profits on developing intercultural competence and fostering global leadership excellence. Beyond her academic commitments, Betina holds the post of Strategic Sustainability and Growth Consultant with the United Nations.Laurence Romani, Ph.D, is Associate Professor at the Stockholm School of Economics (Sweden). Her work focuses on issues of representation and interaction with the cultural Other in respectful and enriching ways. She considers contributions from critical management, feminist and postcolonial organization studies to further cross-cultural management research and teaching. Laurence has published articles in journals such as Organization, Organizational Research Method, Journal of Business Ethics or the International Journal of Cross-Cultural Management and multiple book chapters in international handbooks and edited volumes. Laurence works on the promotion of critical cross-cultural management studies with the organization of conference tracks (CMS, EGOS), editorial work (Journal of Business Ethics) and edited volumes such as Cases in Critical Cross-Cultural Management: An Intersectional Approach to Culture (Routledge) co-edited with Jasmin Mahadevan and Henriett Primecz.Dan V. Caprar, MBA, Ph.D., is a Senior Lecturer at the University of Sydney Business School. Dan’s work reflects his interest in understanding how individuals are influenced by their work and life contexts, and how, in turn, they can shape these contexts. As such, his research, teaching, and consulting are focused on culture, identity, and leadership. His research has been published in top tier journals (e.g., Journal of International Business Studies, Human Relations, Academy of Management Learning and Education, Journal of Business Ethics, etc.) and prestigious books. He also engages in public debates via media contributions and community events. Besides teaching in the MBA and Executive Education programs at the University of Sydney, Dan conducts executive coaching sessions and independent learning programs.Joyce Osland, Ph.D. is the Lucas Endowed Professor of Global Leadership and Executive Director of the Global Leadership Advancement Center at San Jose State University. In addition to founding the center, she also co-founded the innovative GLLab, which takes an assessment center approach to global leadership development. Joyce won her field’s highest teaching award based on her contributions to global leadership development and experiential learning. She is also a prolific, award-winning scholar with over 150 publications. Joyce co-edits Advances in Global Leadership and Global Leadership: Research, Practices, and Development. In addition to speaking, consulting and training at global companies, non-profits and universities, Joyce is a senior partner of the Kozai Group, which creates instruments that assess global competencies.  Prior to becoming an academic, Joyce lived and worked for 14 years in seven countries, primarily in the field of international development and training.

From an inclusive pluralism perspective, this Handbook pays tributes to well-established cross-cultural management topics and offers paradigm shift ideas to contemporary intercultural competence work. In assembling the theoretical and research wisdom of expert scholars from diverse disciplines, the editors succeeded in making an innovative contribution in explaining the complex interplay of individuals, cultural encounters, organizational processes, and societies. This book is a must-read for anyone who is interested in mastering the major paradigmatic advances, up-to-date methodologies, and timely topics such as global leadership, global mobility, diversity management, ethics and religion, and intercultural competence development, to name just a few.

• Introduction: Contemporary Shifts in Cross-Cultural Management - Betina Szkudlarek, Laurence Romani, Dan Caprar, & Joyce OslandSetting the Stage - Cross-Cultural Interaction: Creating Success in the Twenty-First Century - Nancy J. Adler & Zeynep AycanPart 1: Multiple Research Paradigms for the Study of CultureChapter 1: Culture in Cross-Cultural Management: its Seminal Contributors from a Positivist Perspective - Sonja SackmannChapter 2: Interpretive Approaches to Culture - Martine Cardel Gertsen & Mette ZølnerChapter 3: Critical Perspectives on Cross-Critical Management - Laurence Romani, Mehdi Boussebaa, & Terence JacksonChapter 4: The Concept of Culture in CCM: Genealogical Considerations - Jasmin MahadevanChapter 5: On Paradigm Tolerance in Cross-Cultural Management Research - Mark Mendenhall & Thomas HipplerPart 2: Research Methods in Cross-Cultural ManagementChapter 6: Survey Methods in Cross-Cultural Management - Yuan LiaoChapter 7: Experimental Methods for Cross-Cultural Management - Ronald Fischer & Johannes Alfons KarlChapter 8: Ethnography and Cross-Cultural Management - Fiona Moore & Jasmin MahadevanChapter 9: Methods of Critical Cross-Cultural Management - Laurence Romani, Jasmin Mahadevan, & Henriett PrimeczChapter 10: The Uneasy Relationship Between the Case Study and Cross-Cultural Management - Rebecca Piekkari, Catherine Welch, & Mette ZølnerChapter 11: Towards Greater Methodological Awareness and Researcher Reflexivity - Anne-Marie SøderbergPart 3: Cross-Cultural Management and Intersecting Fields of StudyChapter 12: Languages and Cross-Cultural Management - Susanne Tietze & Rebecca PiekkariChapter 13: Cross-Cultural Issues in Knowledge Management: A Multi-Discourse Review - Harun Emre YildizChapter 14: Global Talent Management - Hugh Scullion, Martin Mullholland, & Monica ZaharieChapter 15: Ethics in the Context of Cross-Cultural Management - Ilona Szocs & Christof MiskaChapter 16: The Role of Religion in Cross-Cultural Management: Three Perspectives - Tuomo PeltonenChapter 17: Cross-Cultural and Diversity Management Intersecting in Global Diversity Management: Tensions and Opportunities - Laurence Romani & Charlotte HolgerssonChapter 18: Producing Knowledge on Cross-Cultural Management: Conditions, Connections, Consequences - Janne TienariPart 4: Individuals and Teams in Cross-Cultural ManagementChapter 19: Cross-Cultural Management & Cultural Identity: Past Perspectives and Present Prerequisites - Mary Yoko BrannenChapter 20: Culture, Context, and Work Motivation - Carlos J. Sanchez-Runde & Richard M. SteersChapter 21: Cross-Cultural Management and Intercultural Communication - Mary M. Meares & Janet M. BennettChapter 22: The Role of Trust in Cross-Cultural Management - Markus Pudelko & Jiaxuan LiuChapter 23: Cross-Cultural Teamwork - Mary Zellmer-Bruhn & Mary M. MaloneyChapter 24: Cross-Cultural Comparative Leadership Studies: A Critical Look to the Future - Ann Herd & Kevin LoweChapter 25: The Birth of a New Field from CCM: Global Leadership - Joyce S. Osland, Rikke Kristine Nielsen, Mark M. Mendenhall, & Allan BirdChapter 26: Some Thoughts on Cross-Cultural Management Research - David C. ThomasPart 5: Global Mobility and Cross-Cultural ManagementChapter 27: Global migration and cross-cultural management: Understanding the past, moving towards the future - Eun Su Lee, Duc Cuong Nguyen, & Betina SzkudlarekChapter 28: The Changing Context of Expatriation and its Impact on Cross-Cultural Management - Yvonne McNulty & Chris BrewsterChapter 29: A ′Change′ Perspective of Repatriation: Review and Research Recommendations - Eren Akkan, B. Sebastian Reiche, & Mila B. LazarovaChapter 30: Refugees and Cross-Cultural Management Studies - Priya A. Roy, Betina Szkudlarek, & Dan V. CaprarChapter 31: The Nonlinear Relationships in Cross-Cultural Management and Global Mobility - Paula Caligiuri & Jaime BonachePart 6: Developing Intercultural CompetenceChapter 32: Conceptualizing Cross-Cultural Management Competence - Snejina Michailova, Nigel Holden, & Smita PaulChapter 33: Developing Intercultural Competency: With a Focus on Higher Education - Allan Bird, Gary Oddou & Michael Harris BondChapter 34: Cross-Cultural Training - Vasyl Taras, Yonghong Liu, Anju Mehta, Madelynn R.D. Stackhouse, & Maria Alejandra Gonzalez-PerezChapter 35: Developing Intercultural Management Competences: The Next Frontier is Inward Bound - Martha Maznevski

Betina Szkudlarek, Ph.D. is an Associate Professor in Management at the University of Sydney Business School. Betina’s core research interests lie at the intersection of cross-cultural management, international HRM, and management of diversity. Her work has been published in top-tier international journals such as Organization Studies, Human Resource Management, and Journal of Business Ethics and featured in multiple national and international media outlets. Betina has worked with numerous multinational corporations and not-for-profits on developing intercultural competence and fostering global leadership excellence. Beyond her academic commitments, Betina holds the post of Strategic Sustainability and Growth Consultant with the United Nations.Laurence Romani, Ph.D, is Associate Professor at the Stockholm School of Economics (Sweden). Her work focuses on issues of representation and interaction with the cultural Other in respectful and enriching ways. She considers contributions from critical management, feminist and postcolonial organization studies to further cross-cultural management research and teaching. Laurence has published articles in journals such as Organization, Organizational Research Method, Journal of Business Ethics or the International Journal of Cross-Cultural Management and multiple book chapters in international handbooks and edited volumes. Laurence works on the promotion of critical cross-cultural management studies with the organization of conference tracks (CMS, EGOS), editorial work (Journal of Business Ethics) and edited volumes such as Cases in Critical Cross-Cultural Management: An Intersectional Approach to Culture (Routledge) co-edited with Jasmin Mahadevan and Henriett Primecz.Dan V. Caprar, MBA, Ph.D., is a Senior Lecturer at the University of Sydney Business School. Dan’s work reflects his interest in understanding how individuals are influenced by their work and life contexts, and how, in turn, they can shape these contexts. As such, his research, teaching, and consulting are focused on culture, identity, and leadership. His research has been published in top tier journals (e.g., Journal of International Business Studies, Human Relations, Academy of Management Learning and Education, Journal of Business Ethics, etc.) and prestigious books. He also engages in public debates via media contributions and community events. Besides teaching in the MBA and Executive Education programs at the University of Sydney, Dan conducts executive coaching sessions and independent learning programs.Joyce Osland, Ph.D. is the Lucas Endowed Professor of Global Leadership and Executive Director of the Global Leadership Advancement Center at San Jose State University. In addition to founding the center, she also co-founded the innovative GLLab, which takes an assessment center approach to global leadership development. Joyce won her field’s highest teaching award based on her contributions to global leadership development and experiential learning. She is also a prolific, award-winning scholar with over 150 publications. Joyce co-edits Advances in Global Leadership and Global Leadership: Research, Practices, and Development. In addition to speaking, consulting and training at global companies, non-profits and universities, Joyce is a senior partner of the Kozai Group, which creates instruments that assess global competencies.  Prior to becoming an academic, Joyce lived and worked for 14 years in seven countries, primarily in the field of international development and training.

From an inclusive pluralism perspective, this Handbook pays tributes to well-established cross-cultural management topics and offers paradigm shift ideas to contemporary intercultural competence work. In assembling the theoretical and research wisdom of expert scholars from diverse disciplines, the editors succeeded in making an innovative contribution in explaining the complex interplay of individuals, cultural encounters, organizational processes, and societies. This book is a must-read for anyone who is interested in mastering the major paradigmatic advances, up-to-date methodologies, and timely topics such as global leadership, global mobility, diversity management, ethics and religion, and intercultural competence development, to name just a few.

• Introduction: Contemporary Shifts in Cross-Cultural Management - Betina Szkudlarek, Laurence Romani, Dan Caprar, & Joyce OslandSetting the Stage - Cross-Cultural Interaction: Creating Success in the Twenty-First Century - Nancy J. Adler & Zeynep AycanPart 1: Multiple Research Paradigms for the Study of CultureChapter 1: Culture in Cross-Cultural Management: its Seminal Contributors from a Positivist Perspective - Sonja SackmannChapter 2: Interpretive Approaches to Culture - Martine Cardel Gertsen & Mette ZølnerChapter 3: Critical Perspectives on Cross-Critical Management - Laurence Romani, Mehdi Boussebaa, & Terence JacksonChapter 4: The Concept of Culture in CCM: Genealogical Considerations - Jasmin MahadevanChapter 5: On Paradigm Tolerance in Cross-Cultural Management Research - Mark Mendenhall & Thomas HipplerPart 2: Research Methods in Cross-Cultural ManagementChapter 6: Survey Methods in Cross-Cultural Management - Yuan LiaoChapter 7: Experimental Methods for Cross-Cultural Management - Ronald Fischer & Johannes Alfons KarlChapter 8: Ethnography and Cross-Cultural Management - Fiona Moore & Jasmin MahadevanChapter 9: Methods of Critical Cross-Cultural Management - Laurence Romani, Jasmin Mahadevan, & Henriett PrimeczChapter 10: The Uneasy Relationship Between the Case Study and Cross-Cultural Management - Rebecca Piekkari, Catherine Welch, & Mette ZølnerChapter 11: Towards Greater Methodological Awareness and Researcher Reflexivity - Anne-Marie SøderbergPart 3: Cross-Cultural Management and Intersecting Fields of StudyChapter 12: Languages and Cross-Cultural Management - Susanne Tietze & Rebecca PiekkariChapter 13: Cross-Cultural Issues in Knowledge Management: A Multi-Discourse Review - Harun Emre YildizChapter 14: Global Talent Management - Hugh Scullion, Martin Mullholland, & Monica ZaharieChapter 15: Ethics in the Context of Cross-Cultural Management - Ilona Szocs & Christof MiskaChapter 16: The Role of Religion in Cross-Cultural Management: Three Perspectives - Tuomo PeltonenChapter 17: Cross-Cultural and Diversity Management Intersecting in Global Diversity Management: Tensions and Opportunities - Laurence Romani & Charlotte HolgerssonChapter 18: Producing Knowledge on Cross-Cultural Management: Conditions, Connections, Consequences - Janne TienariPart 4: Individuals and Teams in Cross-Cultural ManagementChapter 19: Cross-Cultural Management & Cultural Identity: Past Perspectives and Present Prerequisites - Mary Yoko BrannenChapter 20: Culture, Context, and Work Motivation - Carlos J. Sanchez-Runde & Richard M. SteersChapter 21: Cross-Cultural Management and Intercultural Communication - Mary M. Meares & Janet M. BennettChapter 22: The Role of Trust in Cross-Cultural Management - Markus Pudelko & Jiaxuan LiuChapter 23: Cross-Cultural Teamwork - Mary Zellmer-Bruhn & Mary M. MaloneyChapter 24: Cross-Cultural Comparative Leadership Studies: A Critical Look to the Future - Ann Herd & Kevin LoweChapter 25: The Birth of a New Field from CCM: Global Leadership - Joyce S. Osland, Rikke Kristine Nielsen, Mark M. Mendenhall, & Allan BirdChapter 26: Some Thoughts on Cross-Cultural Management Research - David C. ThomasPart 5: Global Mobility and Cross-Cultural ManagementChapter 27: Global migration and cross-cultural management: Understanding the past, moving towards the future - Eun Su Lee, Duc Cuong Nguyen, & Betina SzkudlarekChapter 28: The Changing Context of Expatriation and its Impact on Cross-Cultural Management - Yvonne McNulty & Chris BrewsterChapter 29: A ′Change′ Perspective of Repatriation: Review and Research Recommendations - Eren Akkan, B. Sebastian Reiche, & Mila B. LazarovaChapter 30: Refugees and Cross-Cultural Management Studies - Priya A. Roy, Betina Szkudlarek, & Dan V. CaprarChapter 31: The Nonlinear Relationships in Cross-Cultural Management and Global Mobility - Paula Caligiuri & Jaime BonachePart 6: Developing Intercultural CompetenceChapter 32: Conceptualizing Cross-Cultural Management Competence - Snejina Michailova, Nigel Holden, & Smita PaulChapter 33: Developing Intercultural Competency: With a Focus on Higher Education - Allan Bird, Gary Oddou & Michael Harris BondChapter 34: Cross-Cultural Training - Vasyl Taras, Yonghong Liu, Anju Mehta, Madelynn R.D. Stackhouse, & Maria Alejandra Gonzalez-PerezChapter 35: Developing Intercultural Management Competences: The Next Frontier is Inward Bound - Martha Maznevski