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The purpose of this paper is to show how individuals perceive the quality of intercultural interactions at work in multinational subsidiaries and to address the question of what actually prevails in their accounts, i.e., “the dark side” or “the bright side.”

The authors report the findings from five subsidiaries located in Poland and interviews with 68 employees of these companies.

The “bright side” dominated the interviewees’ accounts. The phenomenon of high social identity complexity or common in-group identity can help explain the findings. The results also shed some new light on the associations between the context of subsidiaries and the perception of the quality of intercultural interactions.

The paper contributes to the literature on cultural diversity and intercultural interactions in multinational subsidiaries. As the “bright side” of interactions was emphasized in the interviews, it particularly supports positive cross-cultural scholarship studies. Yet the explorative research does not allow for a broader generalization of the results.

Managers of multinational corporations (MNCs) should do the following: shape the context of MNCs to influence the dynamics of intercultural interactions and the way they are seen by their employees; emphasize common in-group identity to help their employees to adopt more favorable attitudes toward intercultural interactions; look for individuals with multicultural identity who display more positive approaches to intercultural contacts; place emphasis on recruiting individuals fluent in the MNC’s functional language; offer language training for the staff; and recruit employees with significant needs for development who will perceive more opportunities in intercultural contacts.

The research demonstrates that the multicultural workplace of MNCs may be recognized by employees as activating the positive potential of the individuals and organizations that make up a society.

The accounts of intercultural interactions are analyzed to illuminate some significant foundations of how individuals perceive such interactions. The study provides a qualitative lens and highlights the positive approach to intercultural interactions. It may redress the imbalance in prior research and satisfy the need for positive cross-cultural scholarship.

The purpose of this paper is to explore the differences in learning experiences in mono- and intercultural workplace interactions and to address the research question of how employees experience learning in mono- and intercultural interactions.

The author reports and compares the main findings from two samples and 63 in-depth interviews with employees involved either in monocultural interactions or intercultural interactions, namely, 25 and 38 subjects, respectively. The abductive approach was used to analyze the data in interplay between empirical findings and theoretical lens of the job demands-resources (JD-R) model.

Learning was more often emphasized in intercultural interactions than monocultural interactions, which can be associated with the constellation of specific job demands and job resources in mono- and multicultural workplaces. The subjects involved in mono- and intercultural interactions portrayed learning, using slightly different vocabulary.

The research gives some insights about workplace learning experiences and illuminates learning in social interactions and the JD-R model. In particular, it emphasizes the role of work design in promoting learning and identifies, using the JD-R model, job demands and job resources that can relate to learning in mono- and intercultural interactions. The results may contribute to the literature on workplace learning in culturally homogenous or heterogeneous social interactions. Moreover, they shed some new light on organizational learning via mono- and intercultural contact at work. Finally, they draw attention to the potential embedded in intercultural interactions and multicultural workplaces. Yet, the explorative character of the research does not allow for a broader results’ generalization.

The results suggest that job design may be of vital importance in stimulating learning at work. Thus, organizations should enable social interactions of their employees, especially intercultural ones, which are likely associated with more learning. Furthermore, to enhance workplace learning, they need to provide more organizational resources and support via HR interventions the development of personal resources of their staff to help individuals to deal with job demands and reduce strain, which impedes employee learning.

By applying the theoretical lens of the JD-R model to the analysis, the author exposes differences in learning experiences in mono- and intercultural interactions. The specific job demands (cultural differences and adaptation, the necessity to speak a foreign language) and resources (learning opportunities) inherent in multicultural workplaces can be perceived as a trigger of workplace learning.

The purpose of this paper is to portray social learning in cluster initiatives (CIs), namely, to explore, with the lens of the communities of practice (CoPs) theory, in what ways social learning occurs in CIs and discover how various CoPs emerge and evolve in CIs to facilitate a collective journey in their learning process. Subsequently, the authors address the following research questions: In what ways does social learning occur in CIs? How is social learning facilitated through the emergence and evolution of various CoPs in CIs?

The study applies the abduction approach for the interpretation of the collected data and attempts to create the best explanations for the observations on the basis of the CoP theory. The qualitative study of four CIs helped to identify various ways that social learning occurs in CIs and the role of the identified CoPs in the process. Social learning is portrayed as a collective journey within and between CoPs, where the interactions of their members deepen their level of involvement and help them to enhance learning in their CoP.

The paper shows ways that social learning occurs in CIs and describes the role of CoPs. It identifies three types of CoPs in CIs: participants, cooperators and locomotives. Additionally, it documents different ways of social learning in CIs, namely, one-way or two-way information transfer and raising awareness; demonstrating and inspiring; or motivating and educating. It also shows that while potentially every member of a CI has access to these practices, only a limited number of members are actually involved. Social learning in CIs is selective and some CI members accept their role as more peripheral in their CI.

The research shows the application of the CoP theory to the analysis of social learning in CIs, a peculiar type of clusters. It describes how CoPs in the studied CIs varied in terms of the occurrence of learning. Furthermore, it reveals how social learning related to the level of involvement of CI members, namely, with an increase of involvement, the members formed more selective CoPs and strengthened their social learning. Nevertheless, the qualitative approach in the study and the specific sample of the CIs chosen for the analysis do not allow a generalization of the findings.

Although in different CoPs social learning occurs in different ways, at each stage of the development of CIs, the learning process is carried out on the basis of interactions created among members. Therefore, it is important to support the “soft” forms of cooperation within CIs – involving members in activities and developing interactions. In addition, to ensure the growth of their entire CI, coordinators should create conditions for the development of existing CoPs into higher forms, which better support learning. They should also adopt boundary-spanning roles between various CoPs to strengthen social learning in CIs.

The literature on CIs, which are peculiar forms of clusters, is still underdeveloped. The research fills in the gap concerning the ways social learning occurs in CIs. It shows that selectiveness can be observed in this process, and emphasizes the role of interactions developed through CoPs and the benefits offered by them. The study applies the CoP approach. Consequently, it expands the theoretical base in view of the generally lacking studies on social learning in CIs in the literature on clustering. Because the CoP theory has rarely been applied in the management literature, it also augments this specific field.

The purpose of the paper is to portrait how members of cluster organizations (COs) perceive the role of COs in enabling them to accumulate technological capability (TC) significant for their innovation.

The authors report the findings from their qualitative study based on an analysis of four COs. The organizational inertia and absorptive capacity theories are the theoretical underpinning of the research.

The study shows that the dynamics of TC of the cluster companies included in the study sample relates to their initial level of TC and cluster cooperation. The companies with relatively low initial TC increase it through COs if the clusters offer comparatively high benefits. On the other hand, those COs' members that present relatively high initial TC advance it, provided that the external knowledge and other benefits they can absorb in their clusters are suited to their technological trajectories.

The research is preliminary in nature and portrays how firms with different levels of TC cooperate within COs and how this cooperation translates into TC improvements. The findings add to the state-of-the-art knowledge on the link between TC and absorptive capacity of companies involved in COs by depicting the role of COs in providing knowledge and other cluster benefits that help cluster companies to accumulate TC and improve their absorptive capacity. Nevertheless, the applied methodology does not allow the authors to generalize the findings.

The coordinators of COs should skillfully shape the levels of cluster cooperation, matching them to the desired level of the cluster companies. They should create smaller subgroups composed of companies with similar TC, which may translate into its higher dynamic.

The knowledge about the role of COs in providing cluster benefits that help cluster companies to accumulate TC and improve their absorptive capacity is still insufficient. The study shed new light on the key role of the levels of cluster cooperation and the types of commitment related to them (i.e. technological effort), which may be a matter of importance in the dynamics of TC accumulation.

This paper proposes a research model in which learning goal orientation (LGO) mediates the impacts of relational capital and psychological capital (PsyCap) on work engagement.

Data obtained from 475 managers and employees in the manufacturing and service industries in Poland were utilized to assess the linkages given above. Common method variance was controlled by the unmeasured latent method factor technique.

LGO mediates the impact of PsyCap on work engagement. More specifically, employees high on PsyCap are more learning goal-oriented, and therefore are work-engaged at elevated levels. Employees also exhibit higher work engagement as a result of their relational capital.

This study extends the research stream on the interrelationships of relational capital, PsyCap, LGO and work engagement to Poland. It fills a void in the relevant literature. Yet, the authors collected cross-sectional, self-report data in a single country.

Manufacturing and service companies in Poland should create and maintain a work environment where managers and employees develop trust and high-quality relationships with their managers and coworkers and invest in their personal resources. In addition, management should arrange continuous training programs so that employees can continue developing themselves. Such practices are critical in an organization where employees' work engagement is triggered by relational capital, PsyCap and LGO.

This paper enhances the current literature by exploring relational capital, PsyCap and LGO simultaneously as the predictors of work engagement, which have been subjected to limited empirical inquiry. The paper also extends the research stream about the above-mentioned predictors of engagement to Poland, which is an underrepresented country in the field of human resource management.

Since prior research into the effects of multiculturalism on job satisfaction in multinational corporations (MNCs) is rather scant and inconclusive, the purpose of this paper is to review the literature and explain why these results are inconsistent as well as propose a new model aimed at responding to these irregularities.

In the narrative review of the prior research and the proposed model the authors discuss how multicultural settings influence job satisfaction. A Positive Organizational Scholarship (POS) lens is applied to the model.

The effect of multiculturalism on job satisfaction is inconsistent, i.e. the authors concluded that multiculturalism may be positively related to the cognitive component, yet it appears to be negatively associated with the affective one. By applying a POS lens, the proposed model broadens the view on job satisfaction and its links with multiculturalism.

The authors’ model suggests that managers in MNCs should both enhance employees’ positive attitudes towards their job as well as foster positive emotions at work. They should exhibit more concern for employees’ affective states and how they affect cross-cultural interactions. Managers of MNCs need to boost thriving as it benefits both employees themselves and their organizations.

Since today’s societies are becoming more and more multicultural, there is a need to increase individuals’ awareness of plausible positive outcomes flowing from multiculturalism, exchange views and experience among diverse individuals and ensure the conditions in which individuals can thrive.

By applying a POS lens to the analysis, the authors attempt to intertwine the positives experienced at work that appear to be associated with MNCs’ multicultural settings, namely job satisfaction and emotional balance. The results may contribute to the literature on job satisfaction in MNCs with regard to multiculturalism.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Poor levels of work engagement among employees are becoming a growing problem for companies in various nations. Firms can address the issue by creating work environments in which mutual trust, respect and positive relationships are the norm. This can help enhance the valuable job and personal resources identified as having the capacity to increase employee engagement.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Businesses that place strong emphasis on workplace learning become better positioned to succeed. Social interactions play a critical role in enabling the informal learning identified as an important aspect of learning overall. Leaders should therefore design tasks to enable such interaction which can become more significant still within culturally heterogeneous firms.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.