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Cultural friction (CF) was introduced by researchers to overcome the issues and challenges of cultural distance measurement in the context of cross-border mergers and acquisitions (CBMAs). However, this construct has proved itself to be problematic to operationalize. To address this challenge, this paper aims to elaborate on a CF measurement instrument based on individual perceptions in CBMAs. This study used a microfoundation approach to measure CF, relying on managers’ interactions in CBMA settings.

To develop and validate a CF measurement in the context of CBMAs, this study followed a classical procedure including items development, lab tests and one field-study and an assessment of the construct validity.

The final instrument developed for measuring CF is composed of six critical incidents with three associated items each. The factor analysis revealed that the scale used in the field-test measures two factors of CF: internal and external. Reliability and discriminant validity are tested, demonstrating a good discriminant validity of “external” CF. The final measurement can be used as a valid and reliable scale in further studies to assess CF in the context of CBMAs.

This paper’s originality lies in developing and validating a CF measurement instrument that does not rely on cultural distance frameworks. The resulting scale shows the interest in considering micro-individual perceptions – the microfoundation level – for analyzing an organizational phenomenon as culture in CBMA contexts. Using a micro-founded approach, this study offers promising avenues for researchers who wish to study cultural interactions in international settings.

This chapter delineates the competitive behavior among different categories of business schools, focusing on their pursuit and maintenance of prestige, which is a central mission for most academic institutions. Prestige is crucial in the business school context due to uncertainties about value differences between institutions. Theoretically, competition arises when business schools with conflicting objectives vie for favor from a governing third party. Practically, competition involves acquiring resources, attracting talent, securing funding, gaining accreditations, improving rankings, and achieving media visibility. This competitive behavior spans multiple levels and extends beyond tangible actions to include rhetoric and communication. Globalized institutional competition has shifted universities' focus from local contexts to achieving high ranks in the international hierarchy, transforming the nature and purpose of competition in academia.

Because of the nature of nurses’ daily jobs, their work passion is critical for their quality performance and well-being. However, more research must examine the antecedents of nurses' work passion. Against this backdrop, in the present study, we draw on the conservation of resources (COR) theory to hypothesize that the negative relationship between nurses’ depressed mood at work and work passion is moderated by their enactment such that a relatively high level of personal enactment weakens the negative effect of depressed mood at work on their work passion.

We examine our hypothesis using a three-wave time-lagged design involving 147 nurses (RN or LPN) working at a medium-sized healthcare facility in the rural Southern USA.

Results support our hypothesis that nurses’ personal enactment moderates the relationship between their depressed mood at work and work passion.

Nurses' depressed mood at work can be less harmful to their work passion, particularly when they demonstrate a relatively higher level of personal enactment.

This study demonstrates that personal enactment attenuates the adverse effects of depressed mood at work when nurses possess elevated work passion levels.