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The purpose of this paper is to bring to light the double edges faced by individuals who have international and multicultural experiences. The implication is that these individuals encounter acculturation challenges, and also gain from their multiculturality. The authors adopt Berry’s (2011) integration and multiculturalism framework to analyze the experiences and challenges that multi-culturals face. This paper suggests ways to glean the silver lining within organizations to help manage and master multicultural experiences in the workplace to benefit both individuals and organizations.

The authors used empirical materials from expatriates who have worked across multiple cultural contexts. Based on these the authors present three examples to illustrate how expatriates and multicultural individuals place themselves in situations where they experience contact and challenges associated with adopting multiple cultures. The authors then analyze these examples to show how the experiences involve psychological-level integration challenges for Multi- and n-culturals.

The three multicultural expatriate examples suggest that individuals with international and multicultural experiences who are successful at managing their experiences develop cognitive and behavioral complexity. However, these individuals also face continuous acculturation including cognitive and ethno-cultural identity conflicts such as, rejection from multiple cultural perspectives because they continually cross-multiple cultural microcosms. Suggestions are presented to help maintain one’s sense of self-worth and minimizing ethno-cultural conflicts.

Notwithstanding the value of analyzing the examples of expatriate acculturation experiences, the limitation to the examples is that it is limited to the experience of three individuals. However, the examples were effective in raising points to discuss relevant challenges and/or the double-edged reality faced by boundary spanners, multi-, and n-culturals.

The paper presents possible ways multi- and n-culturals navigate through their multiculturalism, including suggestions to help individuals who struggle with their multiculturalism through mentoring.

The paper highlights the challenges of acculturation and suggests ways that individuals can overcome these challenges. It further suggests how organizations can take advantage of such individuals by utilizing existing personnel within the organization.

The paper is one of the few that acknowledge multiculturalism is highly challenging even for successful multi-culturals and n-culturals. Currently the literature is scant concerning how individuals can manage and master multicultural experiences in the workplace. The paper suggests a number of useful strategies for individuals and organizations to manage the challenges.

Although a great deal of research has focused on the effect of trust on conflict, little research has examined the impact of conflict on trust. The purpose of this paper is to present a model that investigates the relationship between conflict types (task, relationship and process), conflict features (intensity and duration), communication openness (CO) and workplace trust.

Data were collected from 510 employees from public sector organizations. The authors tested the direct effects of the hypothesized links with linear regressions while the mediation effects were tested using the Sobel test. Finally, the authors followed Kenny and Baron's procedure to test the moderation effects.

Results from the regression analyses confirm that conflict features (intensity and duration) fully mediated the link between conflict types (task, relationship and process) and trust, while CO moderated the relationship between conflict features and trust. In addition, prolonged conflict duration was linked with trust. Implications of the findings are discussed.

The study is cross sectional and some of our scales have few items. In future, more robust scales in a longitudinal study should be used to further deepen our understanding of the association between the variables in our model. In addition, we have studied the concept of trust as perceived by the employees without distinguishing between high‐ and low‐trust perceptions. Future studies should compare levels of trust associated with the different types of conflict and especially varying magnitude of conflict intensity (e.g. low, mid and high) at different times.

The study provides new insights into the influence that conflict (task, relationship and process) may have on trust and the moderating role of CO in the link between conflict and trust. The paper also offers a practical assistance to group members and leaders that are interested in building trust especially in the presence of conflict.

We call the attention of management scholars to the methodological traps inherent to data collected using self-reported emotional experience in the context of integration after mergers and acquisitions (M&A). In a systematic review, we identified 15 peer-reviewed empirical articles where authors discuss the impact of emotions in post-merger situations based on interview data. We found that the authors of 12 studies appear to have been unaware of the problems of the interview method or implicitly accepted the inherent and unavoidable distortions and biases of self-reported emotions over time. We argue that these distortions and biases represent threats to data validity and reliability. In support of this position, we cite literature suggesting it is difficult for researchers to reconstruct emotions experienced based on interviews conducted a few weeks after the events, so results based on this method may not be valid. The authors of these articles all relied on data collected several months or years after M&A integration events. Then, they sought to assess the impact of emotions at the time of the integration process. As a consequence, conclusions based on these data may be unreliable. We conclude with recommendations for overcoming this potential source of invalid data in post-merger integration (PMI) studies.

In the debate whether ethics should be separated from religion or otherwise, few have investigated the impact of religious beliefs and ethical ideologies on consumer ethics. Thus, the purpose of this study to investigate the influence of consumers’ religion, moral philosophy and generational cohort on their perception toward various consumers’ ethical behavior practices.

The study uses sample from three different cohorts (Generation Y, Generation X and Baby boomers) in Australia. The final numbers of respondents are 251. Male and female respondents are almost equal in number (52 and 48 per cent, respectively). Most participants are single (56 per cent), and 24 per cent are married. The age cohorts are Gen-Y (70 per cent), Gen-X (16 per cent) and Baby boomers (14 per cent). In terms of religion, 46 per cent of the respondents were identified as Christian or Catholic, whereas 42 per cent reported having no religion.

The results show that religiosity had the strongest effect compared to moral ideologies and generation cohorts. It can be assumed that at least for religious consumers, when two ideas collide between religion and ethical ideologies, religious principles may supersede ethical ideologies. The study offers several implications for marketers, educators and public policy makers.

The current study has several limitations, especially the use of convenience sampling that may limit the generalizability of the findings. Consumers in Australia may behave differently from general consumers or other cohorts with regard to their ethical judgments.

This is one of the first few studies exploring consumer ethics in Australia. We may conclude that in some ethical situations, religion will supersede ethical ideologies. Accordingly, it is important not to remove religion from ethics education, especially for religious consumers.

The purpose of this paper is to extend current conceptualizations of multicultural individuals by mapping the underlying elements of knowledge, identification, commitment and internalization as components of multicultural identity. It aims to extend discussions of how multicultural individuals manage their multiculturality.

The paper draws primarily on extant works on multicultural individuals and identity. The paper reviews a number of concepts relevant to multicultural identity to introduce the existence of a population called n-Culturals who represent a complex type that exists on one extreme of a continuum of multicultural identity. The paper derives a theory of n-Culturalism which represents a more nuanced theory of the multicultural identity.

n-Culturals recognizes that elements of multicultural identity exist within individuals to a greater or lesser extent and that their combination results in a comprehensive understanding of the entire range of multicultural identities. n-Culturalism extends current views that multicultural individuals maintain multiple saliences of their identities rather than switching modes to manage their multiculturality.

The conceptual nature of the paper implies that there are no existing empirical data apart from anecdotal examples; at the same time this fact provides ample opportunities to test the theory.

First, the findings provides an understanding of multiple cultural influences on acculturative stress and on performance across a range of domains as well as measuring multicultural identity. Second, by understanding the way in which n-Culturals develop the authors may gain valuable insights in modeling this process.

The paper develops a new theory of approaching the challenges faced by multicultural individuals, that is, how to manage their multiculturality. The theory goes beyond current views of switching modes or suppression, and suggests maintaining and balancing multiple identities.

The construct of cultural intelligence has recently been introduced to the management literature as an individual difference that may predict effectiveness and a variety of interpersonal behavior in the global business environment. This construct has enormous potential in helping to explain effectiveness in cross-cultural interactions. However, progress has been limited by the adequacy of existing measures. In this chapter, we describe the development and preliminary validation of a web-based assessment of cultural intelligence based on our conceptualization of cultural intelligence.

This study sets out to examine the impact of servant leadership (SL) on followers' trust in their leaders.

Data from 555 employees of two educational institutions were obtained using measures of servant leadership behaviors and followers' trust in their leader.

Servant leadership is a significant predictor of trust with covenantal relationship, responsible morality and transforming influence as the key servant leadership behaviors significantly contributing to followers' trust in their leaders. Subordinates who perceived high servant leadership behavior in their leaders had significantly higher trust levels compared with those who perceived low servant leadership behavior in their leaders.

While the relationship between leadership and trust has attracted scholarly interests for many years, the underlying process of how trust in the leader‐follower relationships is developed remains unknown. The current study addresses this gap in the literature by empirically testing the linkages between servant leadership behavior and followers' trust in their leaders.

The study suggested specific trust‐building behaviors in which leaders should continually engage: articulation of a shared vision, role‐modeling, demonstration of concern and respect for followers, and integrity‐infused decisions and actions.

The current study represents the first large‐scale attempt that empirically tests the linkages between servant leadership behavior and followers' trust in their leaders.

Kevin Au graduated from the Chinese University of Hong Kong with a BBA and earned his Ph.D. in management/international business at the University of British Columbia. He co-founded the CUHK Center for Entrepreneurship and has been an associate director. He also serves as associate director of the MBA programme. His research interests are international management, entrepreneurship, family business, social network and cross-cultural research methodology. He has published dozens of academic articles, cases and book chapters, and served on the editorial boards of several academic journals. He has provided consulting and training for the government and business corporations. His clients include the Central Policy Unit, Hong Kong Cyberport, Ove Arup and a number of business startups and family businesses in Hong Kong.