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This paper aims to examine the individual-level headquarters–subsidiary relationship issue of psychological attachment in multinational enterprises (MNEs). Antecedents to subsidiary manager identification and commitment to the MNE and subsidiary are explored.

Those in subsidiary manager roles regardless of country of origin were surveyed. Hypotheses were tested using partial least squared structural equation modeling.

For both MNE and subsidiary models, perceived prestige related to commitment. All components of positive interaction related to subsidiary commitment (but not identification), while just one related to MNE identification and commitment. For the MNE model only, collectivism positively related to identification and commitment, cultural distance positively related to commitment, geographic distance negatively related to commitment, and language similarity marginally negatively related to commitment. Organization-based self-esteem (OBSE) partially mediated relationships of perceived prestige and positive interaction with commitment in MNE and subsidiary models.

This microfoundational approach to psychological attachment in an MNE setting suggests similarities and differences for antecedents in MNEs and subsidiaries, as well as the importance of OBSE. This study is limited by its exclusion of other antecedent variables and types of attachment, and a cross-sectional study design.

MNEs can increase psychological attachment by communicating the importance of the MNE and/or subsidiary, developing processes to improve interactions with other organizational units, and demonstrating that employees are valued.

Exploration of the individual-level of analysis of headquarters–subsidiary relationships is rare, and different findings for the MNE and subsidiary are highlighted, something that is not fully explained by current research on psychological attachment.

To explore how leadership behavior in Thailand relates to humanistic leadership through indigenous and cross-cultural lenses.

Analogically based and semi-structured interviews were used. The primary focus was on factors associated with expatriate success in leading Thais in a Thai context. As such, the main sample included 24 expatriates. Two local Thai leaders were also interviewed. Qualitative interviews were analyzed inductively using NVivo.

Five interrelated themes emerged from the data: guiding, bridging, emotionally supporting, socializing and indirectly communicating. These themes relate to Asian holistic thinking, Thai culture and humanistic management. Evidence for humanistic leadership was found, albeit in culture-specific ways.

Researchers may benefit from studying local, indigenous leadership practices and determining if and how they fit etic concepts such as humanistic leadership. Limitations of this study include a small sample from only one country.

To be successful, leaders should engage in humanistic leadership practices that fit the Thai context. Human resource departments may wish to focus their talent recruitment, selection and development on these behaviors.

This paper adds to the nascent literature on humanistic leadership by providing an indigenous as well as cross-cultural lens to understanding humanistic leadership in the context of Thailand.

The purpose of this study is twofold. First, the authors aim to investigate the applicability of the five (EO) dimensions of autonomy, innovativeness, risk taking, proactiveness, and competitive aggressiveness to a medium‐sized firm. Second, the research seeks to explore firm processes leading to the development of entrepreneurial orientation (EO) in a medium‐sized domestic US firm. Thus, it endeavours to examine the applicability of EO dimensions as well as the processes by which EO arose in the focal company.

The authors use a multi‐method approach entailing analysis of archival data as well as semi‐structured interviews of executives to examine the applicability of EO dimensions as well as the processes associated with the development of EO to a medium sized firm competing in a Midwestern US market. Such an in‐depth analysis of one firm provides rich data, enabling the exploration of EO using qualitative methods.

While the medium‐sized domestic US business had high levels of autonomy and proactiveness, it exhibited moderate levels of innovativeness and risk‐taking, and only a low level of competitive aggressiveness. Furthermore, the analysis suggests that organizational artifacts facilitate the development of EO and support organizational culture. Specifically, the organizational artifacts of having an ESOP, a flat hierarchy, inter‐unit coordination, and customer communication facilitated EO, and reinforced the organizational culture aspects of empowerment, openness, teamwork, quality services, customer satisfaction, and adaptability.

This study is among the first to examine all five EO dimensions as well as to use qualitative methods to do so. It also illustrates how EO applies to medium‐sized firms, and identifies processes by which these dimensions develop.

This article provides some reflections on developing a global leadership course at a public, regional, US university. Considerations for developing such a course are provided. Specifically, issues such as level and format of the class, course philosophy, and assignments and exercises are discussed—along with suggestions, recommendations, and lessons learned. This article may be helpful for individuals who are considering developing a course or module on global leadership.

This paper presents a meta-analysis of the electronic banking (e-banking) customer loyalty literature in the last 10 years. The study investigated the moderating role of national culture in the relationship between e-banking customer loyalty and its antecedents.

Using a meta-analysis of customer loyalty in 19 countries, the authors incorporated national culture scores based on Hofstede's cultural dimensions to explore how the relative importance of e-banking customer loyalty antecedents varies across cultures.

The study revealed that national culture moderates the relationship between e-banking customer loyalty and its seven antecedents for four cultural dimensions, yet there was no significant moderation for satisfaction.

This study reviewed the relationships in the literature on customer loyalty in e-banking contexts, extending and enriching the current knowledge. However, some specific limitations, such as the non-use of qualitative studies and the clipping of adverse concepts, exist in the secondary data and should be considered.

The results show that the seven antecedents affect e-banking customer loyalty to different degrees. Managers should incorporate cultural factors in e-banking customer management.

Only a few studies have assessed cultural differences in relation to e-banking customer loyalty. The authors address this need by offering deeper insights into how cultural dimensions moderate the relationships between e-banking customer loyalty and its antecedents through a meta-analytical review. The study findings offer managers a new perspective of leveraging the benefits of cultural differences, enhancing their decision-making in international business.