Accountability

, 102

Acculturation

, 139

Actually existing socialism

, 48

Administrative heritage in Russia

, 5–7

ALAEA

, 158–159

Ambiguity

, 67

American expat in Poland

, 87

Arbitrary

, 12–14

Arranged

, 160

Artificial intelligence, urgency of meeting ourselves in face of

, 151–152

Attributes

, 2

Automotive electronics

, 23

Automotive industry

, 30

Autonomy, need for

, 58–59

Backsourcing

, 165–166

Balanced integration process

, 137

Boundaries

of Central Europe

, 77–78

culture and

, 76

Bribery

, 97

Business ethics

national culture and

, 97–99

organizational culture and

, 99–101

professional culture and

, 101–103

Businesses

, 76

Caiazza, Rosa

, 4

Captive (in-house) offshoring

, 165–166

Cartwright, chris

, 3

Central and Eastern Countries (see also Global leadership in Eastern and Central Europe)

, 47–51

cultural point of view

, 59–60

economic factor

, 51–54, 60–61

erosion of trust

, 54–55

future

, 59

migration and foreigners

, 57–58

religion

, 55–57

resistance against elite

, 58–59

Central and Eastern Europe (CEE)

, 2, 164

data collection

, 168–169

discussion

, 169–175

results of exploratory survey

, 170–174

service delivery organizations

, 4

theoretical background

, 165–168

Central Europe

, 76

Centralization of power

, 105

Change

, 80

Clustering countries by combining Hofstede’s dimensions

, 50–51

Code of conduct

, 104

Codes of ethics

, 99–100, 104

Cognitive bias

, 130–131, 132, 132

Collaboration

, 167–168

Collectivism

, 36, 56–57, 105

Command

, 14

Community members in specific programmes

, 117

Competition

, 96

Complexity

, 67

Confidentiality

, 102

Conservatism

, 98

Constitutions

, 122

Contest model

, 61

Corruption

, 97, 97

Critical analysis of etic approach to cultural diversity management

, 38–40

Cross-border alliances, trends in

, 24–27

Cross-border M&As (see also Mergers and acquisitions (M&As))

, 29, 31

cultural issues

, 138–139

human resources management

, 139–141

integrations challenges

, 136–138

managerial drivers

, 135–136

Cross-theoretical perspectives

, 124–126

Cultural complexity

, 63–64

Cultural differences as path for global leadership

, 69–72

Cultural diversity

, 22, 97

management

, 38–40

Cultural hybridization in Russian Car Industry

administrative heritage

, 6–7

analysis

, 12

interviewee population

, 11

measuring nationally bound administrative heritage

, 10–12

methodology

, 9–10

responding to uncertainty and arbitrary

, 12–14

Russian path

, 15–17

Russian work practices

, 7–9

Cultural identity

metanarratives and mediators

, 150

methodologies for meeting yourself

, 153–160

quest for self-knowledge

, 148–150

urgency of meeting ourselves in face of artificial intelligence

, 151–152

Cultural integration of cross-border M&A

, 136

Cultural issues in cross-border M&A

, 138–139

Cultural mapping

, 39

Cultural mediator

, 150

Cultural patterns

, 124

Cultural-specific knowledge

, 68–69

Culture

, 5–6, 42, 121–124, 151–152

and boundaries

, 76

and Central Europe

, 82

layers of

, 77

vs. States

, 79–80

Cum granosalis

, 42

Czech Republic

, 166

Data

, 126–127

collection in CEE

, 168–169

Deepfake

, 151

Delivery model

, 164–165

Democracy

, 58–59, 100–101, 121–124, 129

values, political culture and perception of

, 127–131

Democratic consolidation

, 125–126

Democratic identity

, 124–126

Discriminant

, 56

East European Countries, mapping

, 35–38

East-Central Europe (See Eastern and Central Europe (ECE))

Eastern and Central Europe (ECE)

, 22, 96

Eastern Europe

, 1, 34, 48, 63–64

national culture and business ethics

, 97–99

organizational culture and business ethics

, 99–101

professional culture and business ethics

, 101–103

Eastern European countries

, 34, 49

Eastern European Cultures (see also Global leadership in Eastern and Central Europe)

applying approaches to Eastern European countries

, 42–43

critical analysis of etic approach to cultural diversity management

, 38–40

cultural orientation

, 38

emic approach

, 40–41

etic perspective

, 34–35, 41

mapping East European Countries

, 35–38

multiparadigmatic and pluralistic approach

, 41–42

Economic factor

, 51–54, 60–61

Elite, resistance against

, 58–59

Emic Approach

, 40–41

Emigration

, 57–58

Erosion of trust

, 54–55

Etic approach critical analysis to cultural diversity management

, 38–40

Etic perspective

, 34–35, 41

European automotive industry

M&A for

, 24–27

particularities of

, 23–24

European Initiatives for Roma Integration

, 111

European Union (EU)

, 23, 96, 108

Europeanization

, 96

Expatriates

, 76

Fabryka Samochodow Osobowych (FSO)

, 25

Family, tribes, neighbours and nations

, 149

Femininity

, 36

Financial resources, lack of

, 115

Financialization

, 96

Flow

, 159

Foreign direct investment (FDI)

, 22, 167–168

Foreigners

, 57–58

Free market economy

, 100–101

Free voucher privatization

, 53

Games

, 160

Gamification

, 158–160

Geely and Volvo

, 27

George, Simons

, 4

Global and host-region firms

, 26–27

Global automotive industry

, 22

2008 Global Financial Crisis

, 54

Global leadership in Eastern and Central Europe

, 66–67

cultural differences as path

, 69–72

frames for understanding

, 68–69

identification and development

, 67–68

intercultural and leadership competency frameworks

, 72–73

Intercultural Effectiveness Cycle

, 65

Pyramid Model

, 65

society culture scales

, 64

Global sourcing of business functions

, 166

Globalization

, 80, 96, 104

Goal settings and accomplishment

, 169

Grecu, Silviu-Petru

, 4

Hahn, Melissa A.

, 3

Hanganu, Bianca

, 3

Happiness

, 58–59

Health insurance

, 115

Health literacy, lack of

, 115–116

Health mediators

intercultural mediation

, 111–113

medical problems faced by Roma population

, 110–111

Roma population and relationship with medical system in Romania

, 114–117

in Romania

, 113–114

socioeconomic problems faced by Roma population

, 109–110

Heavy bureaucracy

, 15

Hierarchy

, 14

History

importance of

, 78

understanding

, 80–82

Hofstede’ scores

, 49–50

Hofstede’s Model

, 36–37

Homo collectives

, 124

Homogeneity of national cultures

, 39

Homogenizing

, 56

Human resources management in cross-border M&A

, 139–141

Hungary

, 77

Hybridization process

, 18

Hydrogen and fuel cell technology

, 23

Imitation

, 152

Immersion

, 148

Immigration

, 57–58

Impartiality

, 102

Independence

, 102

Individualism

, 36

Individualism versus Collectivism (IDV)

, 60–61

Indulgence

, 37, 82–84

Information

, 13

Inglehart–Welzel survey

, 35–36

Institutional performance

, 122

Institutional void

, 8

Integrations challenges in cross-border M&A

, 136–138

Intercultural and Leadership Competency Frameworks

, 72–73

Intercultural communication competence

, 67

Intercultural competence

, 67–68

Intercultural Effectiveness Cycle

, 65, 68

Intercultural issues in global alliances

, 27–29

Intercultural mediation health mediators

, 111–113

Intercultural synergy

, 22, 97

Interdependence

, 67

International automotive M&A

, 31

Interviewee population in Russia

, 11

Ioan, Beatrice Gabriela

, 3

Journal keeping

, 153

Katastroika

, 53

Kedziora, Damian

, 4

Leadership

, 66

Life expectancy of Roma

, 109

Limited trust and norms

, 13

Long-term societies

, 36

Loyalty

, 55

Machine cluster

, 50

Maimone, Fabrizio

, 3

Managerial Drivers of cross-border M&A

, 135–136

Managerial transfer

, 10

Mapping East European Countries

, 35–38

Masculinity

, 36

Masculinity versus Femininity (MAS)

, 60–61

Mediators (see also Health mediators)

, 150

Medical system in Romania

, 114–117

Mental images

, 50–51

Mergers and acquisitions (M&As) (see also Cross-border M&As)

, 2–4, 167–168

for European automotive sector

, 24–29

policy

, 22

strategic process

, 136

trends in cross-border alliances

, 24–27

Metanarratives

, 150

Métarécit

, 150

Methodologies for meeting yourself

, 153–160

gamification

, 158–160

journal keeping

, 153

self-talk exploration

, 154–156

We’s and They’s

, 156–158

What’s in a Name?

, 153–154

Migration

, 57–58

Mind-mapping software

, 157

Mitteleuropa

, 77–78

Modernity

, 35

Monopoly

, 160

Montenero, Vincent

, 2

Multicultural migration

, 78–79

Multinationals

, 27

Multiparadigmatic and Pluralistic Approach

, 41–42

Multiplicity

, 66–67

National culture

, 5–6, 56

and business ethics

, 97–99

cultural values

, 103–104

Nationalism

, 149

Nationally bound administrative heritage in Russia

, 10–12

Network model

, 61

Network system

, 50

Networking

, 12–13

Neuroscience

, 154–155

New product development project (NPD project)

, 167–168

Offshore outsourcing

, 165–166

Offshoring of services

, 165–166

Organizational culture

, 77, 166–167

and business ethics

, 99–101

in ECE

, 104

Organizational ethics

, 100

Particularities of European automotive industry

, 23–24

Perception of democracy

, 127–131

Performance emphasis

, 175

Personal hygiene, lack of

, 116

Personal identity

metanarratives and mediators

, 150

methodologies for meeting yourself

, 153–160

quest for self-knowledge

, 148–150

urgency of meeting ourselves in face of artificial intelligence

, 151–152

Personal network

, 12

Plato

, 158

Plus Flux

, 67

Poland

, 76–77, 81, 166

American expat in

, 87

Polish delivery centres

, 164–165

Political behaviour in Post-Communist Romania

, 121–124

Political cognition

, 124–126

Political culture

, 122–123

of democracy

, 127–131

Political orientations

, 124

Political sophistication

, 124

Political structures

, 122

Political theory

, 122

Political transparency

, 122

Post-Communist Romania

culture and democracy

, 121–124

data, methods and research design

, 126–127

political cognition and democratic identity

, 124–126

values, political culture and perception of democracy

, 127–131

Power distance

, 84–86

Power distance index (PDI)

, 36, 60–61

Power games

, 79

Practices

, 155

in Russia

, 15

Privacy

, 102

Privatization

, 96

Privatization of Economy

, 53–54

Professional culture and business ethics

, 101–103

Professional ethics

, 101

Professionals

, 102

Professions

, 103

PSA Peugeot Citroen (PSA)

, 25

Pyramid Model of Global Leadership

, 65, 68

Pyramid System

, 50

Pyramidal organization

, 61

Quest for self-knowledge

, 148–150

Realism

, 103

Relationship management

, 15–17

Religion

, 55–57, 56

Research design

, 126–127

Resistance

, 151

against elite

, 58–59

Resource-based theory

, 135

Restraint

, 37

Reward orientation

, 175

Roma population

, 108

fertility and mortality rates

, 108–109

life expectancy of Roma

, 109

medical problems

, 110–111

and relationship with medical system in Romania

, 114–117

socioeconomic problems

, 109–110

Romania

, 110–111

health mediators in

, 113–114

Roma population and relationship with medical system in

, 114–117

Russia

, 5

Russian contemporary civil society

, 8

Russian culture

, 18

Russian difference

, 6, 16

Russian path

, 15–17

Russian specificity

, 18

Russian work practices

, 7–9

Rusu, Roxana Elena

, 3

Secular-rational values

, 35

Self-expression values

, 35

Self-knowledge, quest for

, 148–150

Self-reliance

, 85

Self-talk exploration

, 154–156

Service near shoring

, 165–166

Shame of being sick

, 116

Shared services centres (SSCs)

, 165–166

Shock Therapy results

, 52–53

Short-term societies

, 36

Short-time orientation

, 14

Situational individual power

, 13

Social representations

, 124

Social stigmatization and exclusion

, 109–110

Socialist Central European (CE)

, 24

Socialist competition

, 48

Socialist Southeast Europe (SEE)

, 24, 96, 100–101

Socialization control

, 10

Solar system

, 61

Solar System Cluster

, 50

Stability of national cultures

, 39

Strategic M&A

, 31

Structural control

, 10

Survival values

, 35

Systems control

, 10

Team orientation

, 175

Tolerance

, 125–129

Traditional values

, 35

Transition

, 58

Transitional outsourcing

, 165–166

Trust, erosion of

, 54–55

Uncertainty Avoidance

, 50, 86, 98

Uncertainty Avoidance Index (UAI)

, 36, 60–61

Uncertainty in Russia

, 12–14

Unconscious bias

, 155

Values

, 37

of democracy

, 127–131

value-added outsourcing

, 165–166

VERTIGO

, 159

Very, Philippe

, 2

Voucher approach

, 53

Warter, Iulian

, 2–3

Warter, Liviu

, 2–3

We’s and They’s

, 156–158

Well-oiled machine

, 61

What’s in a Name?

, 153–154

Working and living in Central Europe

boundaries of Central Europe

, 77–78

culture and boundaries

, 76

culture and Central Europe

, 82

cultures vs. states

, 79–80

importance of history

, 78

indulgence

, 82–84

layers of culture

, 77

multicultural migration

, 78–79

power distance

, 84–86

power games

, 79

rapid change

, 80

recommendations

, 86–88

uncertainty avoidance

, 86

understanding history

, 80–82

Wursten, Huib

, 3

Zeitgeist

, 154