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The purpose of this paper is to propose a roadmap for operationalizing EFQM excellence model based on the RADAR logic and in parallel develop a new concept for selecting the firm-specific EFQM measures based on the level of maturity and the prevailing corporate culture.

A comprehensive review of literature leads to a clarification of the relation between EFQM measures and RADAR logic and also identification of the requirements for assessment of culture and determination of maturity level in the context of EFQM excellence model. Based on these requirements, existing culture assessment approaches and maturity assessment methods have been evaluated.

The main outcome of this research is a new concept for efficient design of EFQM excellence model. This concept consist of three main parts: assessment of culture types in context of EFQM; assessment of maturity level; and design of EFQM measures based on RADAR logic. The findings are expected to reduce the effort for implementation of EFQM by designing tailored measures that fit to the existing culture and maturity level.

The findings of this study are relevant to multinational large firms that deal with EFQM or similar excellence models.

This paper presents a new concept for designing EFQM in the light of prevailing corporate culture and maturity level, which in one hand needs fewer resources and on the other hand it is more effective in implementation.

The purpose of this paper is to develop an approach for implementing business excellence (BE) based on prevailing corporate culture and to propose relevant gates to monitor the corporate culture in the way to excellence.

This research demonstrates a culture-based perspective of implementing BE. After an exhaustive review of literature, the relation between BE and corporate culture was clarified and a methodology was developed, which describes how BE projects can be performed successfully in the context of an existing culture instead of adapting the culture.

The outcome of this research is the main concept for culture-based implementation of BE. Furthermore, five culture gates were designed to control the effect of BE measures on the corporate culture in long period of time. The findings indicate how BE can be implemented without considerable efforts to change the culture.

The findings of this study are relevant to all different sized organizations in different sectors and industries for achieving outstanding results and maintain this capability permanently in the organization.

This paper presents a unique approach for implementing BE in the light of prevailing corporate culture; such an approach has not been addressed in previous publications.

The purpose of this paper is to develop a holistic model for reviewing business excellence (BE) concepts from a systemic perspective and to propose an implementation guideline intending to fill the gap between theory and practice of systems thinking in quality management.

The research is an exploratory investigation into the business excellence implementation based on systems thinking. After an exhaustive review of literature about BE implementation frameworks, critical barriers and success factors, system‐based integration models and change management models, a methodology was developed which describes the process of designing and implementing a sustainable BE.

The outcome of this research is a roadmap of BE implementation for sustaining organizational excellence obtained from a meta‐model proposed in this study.

The findings of this study are relevant to all different sized organizations, in different sectors and industries, for managing dynamic and complex processes in order to guarantee a sustainable BE.

The paper presents a unique roadmap for implementing BE in the light of systems thinking; such a roadmap has not been addressed in previous publications. When used properly, this roadmap can direct organizations toward sustainable excellence.

This paper explores an under-researched area in the field of global mobility, namely, the leadership behavior of expatriates. We bring attention to this largely overlooked area of research in global mobility and offer recommendations for future research in relation to this topic.

In this paper, we first map the degree to which expatriates as leaders have been studied in the field by conducting a search of the global mobility literature from 1965 to 2023. Next, we explore the potential efficacy of applying existing leadership theories to the study of expatriates as leaders, reflecting on the potential gains such an undertaking holds for both global mobility and leadership research.

Based on our reflections, we conclude that the global mobility domain provides a new, rich context in which traditional leadership theories could be studied, resulting in a richer understanding of boundary conditions associated with traditional leadership theories. We also consider the potential value-added contributions to the global mobility field if its scholars were to draw from existing theory from one of the sub-fields of leadership: global leadership. To do so, we chart the evolution of the global leadership field and discuss one of its models that holds particular value, in our estimation, for future global mobility research.

To date, the lack of focus on expatriates as leaders has not been discussed or widely considered in the literature. This paper is a first attempt to bring to light this gap in the literature and to consider the rich possibilities future research exploring this topic holds for the field and for the practice of expatriate training and development.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.

This chapter investigated how pre-existing ideas (i.e., prototypes and antiprototypes) and what the eyes fixate on (i.e., eye fixations) influence followers' identification with leaders from another race. A sample of 55 Southeast Asian female participants assessed their ideal leader in terms of prototypes and antiprototype and then viewed a 27-second video of an engaging Caucasian female leader as their eye fixations were tracked. Participants evaluated the videoed leader using the Identity Leadership Inventory, in terms of four leader identities (i.e., prototypicality, advancement, entrepreneurship, and impresarioship). A series of multiregression models identified participants' age as a negative predictor for all the leader identities. At the same time, the antiprototype of masculinity, the prototypes of sensitivity and dynamism, and the duration of fixations on the right eye predicted at least one leader identity. Such findings build on aspects of intercultural communication relating to the evaluation of global leaders.

Multicultural individuals are those who identify with two or more cultures, such as Chinese-Canadians, Turkish-Germans, or Arab-Americans. They are more likely to see multiple sides of an ethical dilemma than monocultural individuals, who identify with one culture. This tendency toward ethical relativism – where ethics are seen to be relative to the context – could help multicultural individuals excel as ethical global leaders. Global leaders must manage the ethical tensions inherent in their multinational operations by understanding multiple ethical perspectives. Multiculturals’ inclination toward relativism may be driven by the structure or content of their cultural identities. The identity structure argument is based on the patterns in which individuals mentally organize their cultural identities, while the identity content argument is based on the degree to which individuals endorse relativism as a result of having internalized cultural schemas with relativist norms. We offer an exploratory test of these dual hypotheses, and find evidence to support the identity structure, but not the identity content argument. Specifically, multicultural individuals who separate their cultures are more likely to exhibit relativism in decision-making than those who integrate them. This indicates that identity patterns can drive relativism. In contrast, individuals who identify with high relativism cultures are not more likely to endorse relativism than those who identify with low relativism cultures, indicating a lack of evidence for identity content driving relativism. These findings have implications for hiring or placement managers who seek global leaders who are likely to see more than one side of an ethical issue.

Globalization introduces new challenges related to increased levels of diversity and complexity that organizations cannot meet without capable global leaders. Such leaders are currently lacking, so a theory-based approach to global leader development is needed. A critical intermediary outcome that enables competent global leadership performance is global leader self-complexity, defined by the number of unique leader identities contained within a leader's self-concept (self-differentiation) and the extent to which the identities are integrated with the leader's sense of self (self-integration). This research aims to generate and test a theory of the development of global leader self-complexity through identity construction during international experiences. In Study 1, I gathered qualitative data through retrospectively interviewing 27 global leaders about identity-related changes following their international experiences. Using a grounded theory approach, I developed a theoretical model of global leader identity construction during international experiences, which I empirically tested using quantitative data in Study 2. Specifically, I tested the hypothesized relationships through structural equation modeling with cross-sectional survey data from a sample of 610 global leaders. Findings from both studies indicate global leader identity construction during international experiences primarily occurs through interacting with locals and local culture over a sustained period, motivated by appreciation of cultural differences and resulting in increased global leader self-complexity. These results advance understanding of the global leader self-complexity construct (i.e., what develops) and global leader development processes (i.e., how it develops). Additionally, the findings have practical implications for global leader development initiatives.

A study of community college students enrolled in a for-credit study abroad program in Costa Rica sought to identify the experiences that influence intercultural competency growth during study abroad trips and to learn how the experiences influence the development of global leadership competencies. The results led to a modified global leadership development expertise model for understanding the process of global leadership development in student populations. The study revealed a key link between antecedent characteristics of participants and their transformational ability during the study. The study also revealed that there are types of transformational experiences that, when experienced sequentially, can maximize transformational potential and the development of intercultural competencies.