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Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues.

The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations.

Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world.

The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.

The purpose of this paper is to present a systemic approach to understanding the challenges facing executive teams in making good decisions and propose a simple framework for addressing these challenges.

Having identified Groupthink as a useful framework for understanding the challenges facing decision‐making groups, the paper reviews research into potential solutions and leverages case studies to propose a new model for tackling the challenges inherent in decision making.

The suggested model incorporates previously proposed process‐ and insight‐based solutions and adds a broader focus on information flow and how decision‐making behaviour is influenced and informed by the context in which it occurs.

The paper emphasises the role of a trusted, expert coach in implementing the proposed solutions and describes how coaches can leverage an understanding of the systemic nature of decision‐making behaviour to improve decision‐making ability in both teams and individuals.

Areas for future research are identified and potential limitations to the model are discussed, in particular the impact of geographical and organisational cultural issues.

The paper questions the predominantly individual‐based approach to tackling the challenges of decision making and highlights additional interpersonal processes that can both cause and be the source of solutions to Groupthink.

The purpose of this paper is to build theory and present a model of the development of conflicts in teams.

The paper develops a conceptual model based on past theory and research.

The model brings a multi-level perspective to the process of intragroup conflict by showing the mechanisms by which an interpersonal, dyadic conflict can spread to other team members over time through a process of conflict contagion.

This study provides a new model for conflict escalation and it sheds light on factors which can either ameliorate or exacerbate the speed and extent of conflict contagion. The repercussions of different degrees of conflict involvement within a team are discussed.

Are there “really” gender differences in leadership? Do beliefs regarding gender differences in leadership differ across cultures? And how do these beliefs influence diversity management? This article aims to demonstrate how different beliefs regarding gender differences and leadership can influence company diversity policies and initiatives.

First, the authors review the research evidence on the relationship between gender and leadership. Then they explore the effects of gender stereotyping. Furthermore, they consider the role of culture on these beliefs. This review serves as the foundation for the discussion of three different perspectives regarding gender and leadership: gender‐blind; gender‐conscious; and perception‐creates‐reality (or believing is seeing).

Adhering to these different paradigms can influence actions taken to managing diversity and human resource policies. Revealing these different paradigms can help companies and managers reassess their diversity practices.

The paper discusses issues that are of interest to all levels of managers.

The purpose of this paper is to explore the interrelation between language differences, media choice and social categorization in global virtual teams (GVTs).

An ethnographic field work was conducted in a Finnish multinational corporation (MNC). The study included interviews, observations, and language proficiency assessment of 27 GVT members located in five European countries.

In GVTs, the combination of language proficiency differences and verbal media (e.g. telephone) tends to lead to social categorization, while a similar effect was not found when GVT members chose written media (e.g. e-mail).

The qualitative study only consisted of GVTs from one MNC, and thus the empirical findings might not be generalizable to other MNCs. Therefore, quantitative studies that can add to the robustness of the exploratory findings could be a worthwhile endeavour.

Language training should be provided to GVT members, and virtual policies should be implemented to ensure the use of written media in GVTs characterized by language proficiency differences.

Although it is well established in the literature that language differences are detrimental to co-located team effectiveness no study has explored how the relationship between variation in language proficiency and media choice affects social categorization in GVTs.

The purpose of this paper is to outline a model of leadership based on the characteristics of the most highly acclaimed leader in Jewish history, Moses. The lessons from his leadership that are applicable to modern corporate leaders are identified and related to management development and education settings.

This paper relies on a direct reading of books 2–5 of the Old Testament (see notes) to propose a model based on Moses’ leadership. Using Moses’ journey toward and during his leadership, a model for present‐day leadership is proposed. Examples are given to anchor this model in biblical texts and reference it to modern leadership thoughts, spirituality and practical wisdom.

While the leadership of Moses is known and widely discussed within Jewish learning, it has not yet found a wider, secular audience. However, Moses’ leadership characteristics present an opportunity to reflect on how creative tensions between different leadership traits could be reconciled and an ethical model of leadership could be applied.

This paper does not look beyond books 2–5 of the Old Testament for further supporting evidence of the leadership of Moses. Future research could broaden the model through these sources. Moreover, research could test the four dimensions of leadership proposed in this paper in contemporary contexts, with performance as a dependent variable.

Moses’ leadership has been discussed by theologists but this paper suggests drawing on it as part of the ongoing academic discourse on corporate leadership. The biography of Moses sheds a light on the formative experiences of an ethical leader and his actions demonstrate how such a leader can act under challenging circumstances. If further developed, this research promises to be a useful addition to current leadership thinking and management education.

The purpose of this paper is to provide instructional guidance on how to increase validity and reduce subjectivity in qualitative studies, such as grounded theory. The paper also demonstrates how different techniques can help management research by including informants/managers in a time efficient way.

This paper describes how three complementary triangulation methods can be used for validation and exploration of concepts and themes in qualitative studies. Tree graphs, concept mapping, and member checking are applied in a managerial case study, complementing a conventional grounded theory approach.

The paper suggests that naturalistic inquiries, such as grounded theory and thematic analysis, can use mixed methods and multiple sources and coders in order to offset biases and to validate and sort findings. The case study presents three different perspectives on how an organization comprehends diversity as a strategic issue.

The paper suggests a mixed methods design that addresses some of the potential shortcomings often found in grounded theory and other qualitative studies, their theory development and their documentation of processes. It positions the approach over the range of the triangulation literature and it argues that it is important to be aware of different triangulation mindsets, and these they are not necessarily contradictory.

The purpose of this issue is to provide an overview of the special issue on practical wisdom for management from the Jewish traditions.

The guest editorial introduces the papers in this special issue, focusing in practical wisdom for management from the Jewish traditions.

The question on the relationship between the Jewish tradition and practical wisdom for management is answered in two different ways: first, providing a particular Jewish answer to managerial problems and second, presenting how Judaism can be a field of reflection learning for managerial praxis at both organizational and individual level.

The paper shows that the special issue offers insights into the value of practical wisdom of the Jewish traditions, from two particular points of view, as a guide for action and as an ethical approach to management.