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Strategy has become one of the most overused and misused words in our business vocabulary. Chief executives love to talk about strategy because “it's the thing to do.” Managers love the word because it makes them sound more professional. Planners love “strategy” because it allows them to establish their own unique identity within the corporation. Which managers can stand before their subordinates, peers, or bosses and admit to not having a strategy?

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.

The purpose of this paper is to comprehensively investigate the antecedents of expatriates' cultural intelligence (CQ) by simultaneously considering previous working experiences in one's home country prior to expatriation, the number of co‐expatriates from their home country and local employees from the host country, perception of promotion opportunities, and self‐monitoring. In addition, the paper aims to examine the moderating effects of expatriates' portion of interaction with local employee and knowledge on length of expatriation.

Data were collected from 165 Korean expatriates using self‐reported survey. Hypotheses were tested using multiple hierarchical regression analyses.

Hypotheses were partially supported. Expatriates' previous working experiences with foreign nationals and in an overseas department in their home country were positively related to CQ. As expected, whereas the number of co‐expatriates from home country was negatively related to CQ, the number of local employees in the host country was positively associated with CQ. Expatriates' perception of a promotion opportunity and self‐monitoring were positively related to CQ. In addition, moderating effects of expatriates' portion of interaction with local employees and knowledge on the length of their foreign assignment were found.

This study contributes to deepen understanding about expatriates' CQ by considering various antecedents, such as previous experiences, human resource practices, and dispositions. The authors' results provide practical implications for multinational companies.

This study aims to examine the significance of transformational leadership and social support for expatriate adjustment and performance. This study also extends relevant literature on expatriate management to examine the relationships among transformational leadership, social support, expatriate adjustment, and expatriate performance through a mechanism taking into account the moderating roles of cultural intelligence and socialization experience.

The sample was collected from 156 expatriate managers of Taiwanese multinational company (MNC) subsidiaries operating in China. Structural equation modeling (SEM) in AMOS 21 and hierarchical regression in SPSS 19 were used to test eight research hypotheses.

The SEM results indicated that transformational leadership and social support make significant contributions to expatriate adjustment and performance. The moderating roles of socialization experience and cultural intelligence were also confirmed in this study.

This study extends a theoretical model of transformational leadership and social support to examine expatriate adjustment and performance based on social learning and social exchange theories. Using a specific Chinese context, the current paper highlights the value and necessity of cross‐cultural adjustment for successful expatriation.

The purpose of this paper is to present a heuristic model to better understand the inherently paradoxical and concomitant positive and negative organizational outcomes associated with demographic diversity and value congruence in organizations. It further illustrates the resultant organizational dynamics that result from shifting levels of diversity and value congruence.

This paper adopts the supply and demand heuristic from the economics discipline and further develops the diversity and similarity curves (DSC) model proposed by Ofori-Dankwa and Julian. Further, this analysis is carried out from both short-run (static) and long-run (dynamic) perspectives.

This study illustrates how different levels of organizational diversity and value congruence (reflected by diversity and similarity curves respectively) could concurrently result in both positive and negative levels of organizational creativity and competitiveness.

As a heuristic, this study's model is a simplistic representation of the inherently complex set of relationships and outcomes that are associated with paradox in a social setting.

This model has managerial utility for explaining how different levels of diversity in an organizational setting could potentially have different positive and negative outcomes.

This study unpacks the implications of different levels of diversity in an organizational setting and sheds original light on the dynamic nature of virtuous and vicious organizational cycles associated with diversity.

The present paper aims to examine the relationship between perceived organizational support (POS), perceived supervisory support (PSS) and turnover intentions. The paper also aims to investigate whether employee's individual cultural values regarding collectivism and individualism moderate the relationship between POS and turnover intentions.

Data were obtained utilizing survey from a sample of 304 full‐time employed adults working in insurance companies in Turkey. Employees completed regular survey that contained measures of the constructs of interest of this study.

Results revealed that employees who perceive high levels of PSS but report low levels of POS will also report high levels of turnover intentions compared to employees who perceive low PSS and low POS.

For increasing POS to be successful, managers must strive to find out the way to increase their social support, and then tailor support accordingly. Managers may benefit from considering cultural values during the support process. Furthermore organizations may develop different support policies for employees.

The study's findings add to the growing body of research concluding that supervisor‐related perceptions and attitudes can shape organization‐related perceptions and attitudes.

Using an international field study of 196 US executive expatriates from multiple industries on assignment in South Korea, Japan and the Netherlands, this study aimed to explore the relationship between three facets of cross‐cultural adjustment (work, interaction, and general) and expatriate attitudes (job satisfaction and non‐work satisfaction), and to examine the role of cross‐cultural adjustment in mediating the relationship between family adjustment and expatriate attitudes. The results demonstrate the influence of each facet of adjustment on expatriate attitudes, and provide evidence that the relationship between family adjustment and non‐work satisfaction is mediated by general adjustment. Future research directions and implications for practice are offered.