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Migration has become a challenging issue in the field of education and an ongoing crisis for many countries. The migration crisis and education have a reciprocal relationship in that the influx of migrants puts a strain on educational systems, particularly regarding resources, funding, and linguistic and cultural differences. However, education can play a crucial role in addressing some of the challenges associated with migration, such as the need to integrate, skill acquisition and cultural awareness in host countries, as well as brain drain in the countries of origin. It is crucial to investigate how education can both address the problems caused by migration and maximise its potential for sustainable development. This chapter targets analysing relevant scholarship and aims to illustrate the broad patterns of relevant scholarly sources on migration in the field of education indexed in the Web of Science between 2015 and 2022, explore their collaboration trends, and reveal the conceptual structure of these studies in the context of international sustainable development. A bibliometric methodology is employed for the exploration and analysis of the publications; 991 studies on migration in the field of education are descriptively analysed in terms of distribution of publications with their citations, topics at the micro level, journals, and the number of authors contributing to these papers. The results contribute to picturing the characteristics and collaboration trend of the scholarly sources on migration in the area of education as a challenging disabler or a driving force that contributes to societal development within the scope of international sustainable development.

To investigate the factors affecting innovation in Six Sigma improvement teams. Based on Activation Theory, this study explores the possibility of an inverted U-shaped association between psychological safety and innovation and examines how intrinsic motivation moderates this relationship.

Moderated regression analysis is carried out to test the curvilinear relationship, using data collected from 324 members of 102 Six Sigma improvement teams from two European manufacturing firms.

The findings demonstrate that the beneficial effect of psychological safety reaches an inflection point, after which its relations with innovation cease to be linear and positive; this gives the relationship a curvilinear pattern (inverted U-shaped). Further, intrinsic motivation has a supportive effect in enhancing the beneficial impact of psychological safety on innovation, and in shifting the inflection points to a higher level; this demonstrates their synergetic influence on innovation.

The impact of psychological safety on innovation is examined from the new perspective of a curvilinear relationship. This is one of the first studies to investigate the combined effects of individual (intrinsic motivation) and team-level antecedents (psychological safety) on innovation in Six Sigma teams. The study provides insights into how Six Sigma enhances innovation and offers some valid inputs to the current academic debate on this topic.

This paper investigates how a firm’s organizational culture profile (configuration of organizational culture types) influences the effectiveness of operations management (OM) practices in improving their targeted outcomes.

We developed alternative hypotheses based on contingency and paradox perspectives to predict the effectiveness of OM practices in dominant (one prevalent organizational culture type) vs eclectic (opposing organizational culture types at a similar level) organizational culture profiles. They were tested using data from over 7,000 respondents across 330 manufacturing plants in 15 countries.

Consistent with contingency theory, OM practices oriented toward innovation are more efficacious in plants with an adhocracy-dominant organizational culture profile and practices targeting supply chain (SC) control are less effective in a clan-dominant organizational culture profile. Consistent with paradox theory, OM practices oriented toward efficiency or SC control are more effective in plants with an eclectic organizational culture profile.

This study offers relevant practical implications regarding the effectiveness of various OM practices, whether they are used in an aligned dominant organizational culture profile or in an eclectic organizational culture profile.

Previous research on organizational culture provides a limited understanding of the effectiveness of OM practices in the presence of strategic tensions, such as opposing organizational cultures or opposing targeted outcomes. This research concludes that the validity of the contingency or paradox perspective depends on strategic tensions faced, with important implications for research and practice.