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PurposeIn view of the emphasis in cross-cultural research on negative factors such as cultural misfit, cultural distance, and the liability of foreignness, the purpose of this paper is to offer one explanation for why this is the case and highlight the advantages of giving at least equal emphasis to research on positive factors. Three propositions are offered to guide future cross-cultural research.Design/methodology/approachSummaries of empirical studies on the inherent inclinations of human systems toward the negative, as well as inclinations toward the positive, produce explanations for each of these biases and their implications for cross-cultural scholarship.FindingsBy prioritizing positive factors instead of negative factors, individuals and organizations perform at much higher levels than when the reverse is the case. Virtuous practices, in particular, are associated with positively deviant performance. Inasmuch as virtuousness is universally valued, its emphasis can address some of the liabilities of difference inherent in cross-cultural contexts.Originality/valueThe three propositions offered in the paper explain why negative biases exist, how positive biases provide an advantage to individuals and organizations, and highlight future directions for cross-cultural research. Social scientists have been challenged to help enable 51 percent of the world's population to flourish by mid-century, and prioritizing positive cross-cultural phenomena is one prescription for achieving that objective.

As professors of management and organizational behavior mature in their teaching, they should begin to develop a teachable point of view. In this article, the author describes several attributes of a teachable point of view. Based on his own teaching experience, the author outlines five criteria for the content of the material taught—the what of teaching—as well as the pedagogical approach to engendering learning—the how of teaching. These criteria are offered as illustrations of what it means to be a full professor.

AbstractEffectiveness is an elusive concept that can be approached through several models, none of which is appropriate in all circumstances.

"The Third Edition of this key resource provides a means of understanding and changing organizational culture in order to make organizations more effective. It provides validated instruments for diagnosing organizational culture and management competency; a theoretical framework (competing values) for understanding organizational culture; and a systematic strategy and methodology for changing organizational culture and personal behavior. New edition includes online versions of the MSAI and OCAI assessments and new discussions of the implications of national cultural profiles"--