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Major public cloud providers, such as AWS, Azure or Google, offer seamless experiences for infrastructure as a service (IaaS), platform as a service (PaaS) and software as a service (SaaS). With the emergence of the public cloud's vast usage, administrators must be able to have a reliable method to provide the seamless experience that a public cloud offers on a smaller scale, such as a private cloud. When a smaller deployment or a private cloud is needed, OpenStack can meet the goals without increasing cost or sacrificing data control.

To demonstrate these enablement goals of resiliency and elasticity in IaaS and PaaS, the authors design a private distributed system cloud platform using OpenStack and its core services of Nova, Swift, Cinder, Neutron, Keystone, Horizon and Glance on a five-node deployment.

Through the demonstration of dynamically adding an IaaS node, pushing the deployment to its physical and logical limits, and eventually crashing the deployment, this paper shows how the PackStack utility facilitates the provisioning of an elastic and resilient OpenStack-based IaaS platform that can be used in production if the deployment is kept within designated boundaries.

The authors adopt the multinode-capable PackStack utility in favor of an all-in-one OpenStack build for a true demonstration of resiliency, elasticity and scalability in a small-scale IaaS. An all-in-one deployment is generally used for proof-of-concept deployments and is not easily scaled in production across multiple nodes. The authors demonstrate that combining PackStack with the multi-node design is suitable for smaller-scale production IaaS and PaaS deployments.

Purpose: The research explores the awareness of career changes based on the current career perception, value-based impression, and expectations for the candidates’ careers in the selection process.

Methodology: These opinions are supposed to provide an overview of the content definition of the sustainable career notion and the readiness to see a career as a sustainable paradigm among 159 Romanian (53.46%) and Serbian (46.54%) HR managers. The survey is based on three subscale instruments assessing the respondents agreement with the statements implying sustainability in defining a career.

Findings: Results show that not all aspects of a sustainable career are emphasised, with the issues of environmental protection being slightly neglected, especially in the Serbian subsample. The environmental aspect of the sustainable career is based on the hybrid perception of the career that values restoration of the natural environment while preserving health through social justice and can be recognised among candidates’ consciousness.

Implications: The sociological domain implies career complexity, expecting continuous learning and valuing adaptability, which is visible in the candidate’s responsiveness in the selection process. Governance is covered by disruptiveness that requires new, more individually focused legislative approaches, along with valuing personal accountability and expectations of candidates to be ethically conducting trustworthy partners.

Limitations: The sample consists of not ‘naïve’ subjects but rather affected by current sustainable career discourse.

Future Research: Incorporate various occupational profiles to understand these differences and insight into their circumstances and the spread of research among other economies to understand their big picture and particularities better.

China is playing an increasingly prominent role in global business. However, there has been relatively little research on Chinese inpatriates working in Western countries, particularly in non-Anglo cultural contexts. This study attempts to explore the process of cross-cultural adjustment (CCA) and integration into corporate headquarters of Chinese inpatriates working in France, including the favorable factors that accelerate this process.

Based on a qualitative, single-case study of Group X, a pseudonym for a French multinational enterprise, the authors drew on semi-structured interviews with 18 Chinese inpatriates and investigated their CCA and integration process at the French headquarters of their employer.

The CCA and integration process of Chinese inpatriates at the French headquarters includes three stages: honeymoon and/or crisis period, adjustment and/or integration period and mutual growth period. Chinese inpatriates mainly face language barriers and Sino-French cross-cultural challenges. They overcome these challenges by learning the language and culture of the host country and using co-cultural and cross-cultural Guanxi. Experiences vary, with some Chinese inpatriates bypassing the honeymoon and/or crisis stage and entering directly into the adjustment and/or integration stage and some even leapfrogging both initial phases to attain a stage of mutual growth. Favorable factors for this CCA and integration acceleration include experience of living abroad, the host country language proficiency, organizational service support and the English working environment.

The study enhances the theoretical framework of Chinese expatriates’ psychological adjustment process through two key contributions. First, it enriches the three stages by incorporating new aspects, namely the honeymoon facet at the crisis stage, the integration into the headquarters facet at the self-adjust stage and the promoting organizational growth facet at self-growth stage. Second, it adds precision to the horizontal timeline by incorporating two additional initial points for the adjustment and integration process. Until now, Chinese inpatriates and the French context have received little attention, and this research takes a step forward by illuminating the CCA and integration process of Chinese inpatriates in this non-Anglophone country.