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AbstractAs organizations become borderless, they will increasingly have to negotiate with people from other regions and cultures. This article examines the integrativeness or "win‐win" nature of outcomes in intranational and international negotiations between the Americans and Japanese. The study also examines the effects of cultural collectivism and group membership on the empathy and behaviours of the negotiators. A laboratory experiment found that the Japanese reached integrative outcomes with ingroup Japanese partners, while the Americans reached distributive "win‐lose" outcomes in intranational negotiations. Japanese and Americans (outgroup members) reached distributive outcomes when negotiating. The implications for international negotiators and future research are discussed.RésuméAu fur et à mesure que les organisations débordent des frontières, elles doivent apprendre à négocier avec des personnes venant d'autres régions et d'autres cultures. Cette étude examine la capacité d'intégration ou l'aspect "gagnant‐gagnant" résultant des négociations des Japonais et Américains entre leurs nations respec‐tives et à l'intérieur měme de ces nations. Cette étude aborde aussi les effets du collectivisme culturel et l'ejfet d'entregwupe sur l'empathie et les comportements des négociateurs. Une expérience de laboratoire a démontré que les Japonais ont obtenu des résultats d'intégration avec des partenaires japonais membres de leur endogroupe, alors que les Américains ont obtenu des résultats distributifs "gagnant‐perdant" dans les négociations à l'intérieur de la nation. Japonais et Américains, membres d'exogroupes ont obtenu des résultats distributifs lorsqu'ils négociaient ensemble dans des négociations Internationales. Cet article étudie aussi les implications pour les négociateurs interna‐tionaux et la recherche prospective.

The underrepresentation of women in leadership roles in Mexico is well-documented. This quantitative research was designed to measure female and male participant expectations of effective leaders. Podsakoff et al.'s (1990) scale of transformational and transactional leader behaviors was used. Factors analyses and t-tests were conducted. The results suggest that female and male participants attribute similar levels of importance to the role of the leader in inspiring a shared vision among followers. The results also suggest that women in the sample attribute less importance to working across organizational boundaries and setting high performce expectations than men in sample. Limitations, implications, and future research are discussed.

AbstractThe LEAD research project was developed in order to broaden management research in areas such as Africa. This special issue brings together the early findings of the research team. The present article reviews the literature and discusses the importance of understanding organizational leadership and motivation in under researched areas of the world. We explain the use of both emic (Delphi Technique and focus groups) and etic (large scale survey) research and describe the LEAD project and methodology in detail. Here we advocate the use of emic and etic research, and also consider the practical realities of using such approaches. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.

The present study focuses on the cultural meaning and effectiveness of coping strategies on the process of burnout among Japanese employees in the airline industry. The role of self-applied and other-applied strategies for coping with burnout is investigated. Voluntary absence and supervisory support were chosen as the self- and other-applied coping mechanisms because of their theoretical and contextual relevance. The study was guided by the restorative model of absence. A sequential model of burnout with emotional exhaustion leading to both depersonalization and diminished personal accomplishment was used to study the moderating effects of coping mechanisms. Data were collected from 90 airline service employees working in Tokyo, Japan. Existing instruments of measurement with appropriate translations were used. Absence was found to moderate the relationship between emotional exhaustion and diminished personal accomplishment, while supervisory support was found to moderate the relationship between emotional exhaustion and depersonalization. The theoretical implications of differential moderating effects in a burnout episode as well as its practical implications for the Japanese workplace are discussed.

This book offers a comprehensive look at the current literatures and research based on empirical data from across different countries in Africa. It focuses on the work of leading scholars of management in and around Africa and the African Context, exploring whether we can at this point refer to 'African Management' as an emerging and distinct stream in the scholarly discourse in management. The main themes are macro and micro issues of Management in Africa, each chapter illustrating the historical or traditional view of Management in Africa versus the newer western business management persp.

Introduction to Customer Service Management: A Strategic and Operational Perspective /Robert Ebo Hinson, Ogechi Adeola, Terri R. Lituchy, and Abednego Feehi Okoe Amartey --Theme A: Customer Service as Shared Value --Who is A Customer? /Desmond Ayentimi --Defining a Customer-driven Organisation /Benjamin Mwanzia Mulili --Ethical Customer Service /Ruth N. Kiraka --Theme B: Customer Service Strategy --An Institutional Economics-Led Model of Customer Service Strategy /Awele Achi and Olutayo Otubanjo --Barriers to Implementing Customer Service Strategy /Sarah Kimani --Theme C: Customer Service System --Customer Service Systems /Paul Katuse --Application of Digital Technology and Social Media to enhance Customer Service Experience /Ogechi Adeola, David Ehira, and Oserere Eigbe --Technology and Social Media in Customer Service /Abel Kinoti Meru, Giacomo Ciambotti, Jimmy Ebong, Mary Wanjiru Kinoti, and Rehema Mugendi --Theme D: Customer Service Style --Innovation and Customer Service /Justus M Munyoki --Entrepreneurial Customer Service /Ruth N. Kiraka --Leadership and Customer Service /Emmanuel Chao --Teamwork and Customer Service /Abdullah Promise Opute --Customer Service Training /Benjamin Mwanzia Mulili --Theme E: Customer Service Culture --Organisational Culture & Customer Service Delivery /Thomas Anning-Dorson, Ishmael Ofoli Christian and Michael Boadi Nyamekye --Cultural Influence on Customer Service Delivery /Ogechi Adeola, Isaiah Adisa, and Abolaji Adewale Obileye --Reward and Recognition Systems in Customer Service Organisations /Thomas Katua Ngui --Reward Systems & Customer Service Delivery Among Small And Medium Enterprises In Lagos State /Dumebi Anthony Ideh --Theme F: Customer Service Skills --Emotional Intelligence /Yvonne Ayerki Lamptey and Kenneth A. Parku --Twenty Traits of Customer Service Champions /J. N. Halm --Professional Grooming /J. N. Halm --Presentation Skills /J. N. Halm --Theme G: Customer Experience - Advancing Customer Service in Africa --Advancing the Services Sector's Potential in Africa Through Customer Experience: A Conceptual Perspective /Isaac K. Arthur, Ebenezer G. A. Nikoi and Samuel Benagr.

Given the importance of understanding the context of management issues in the world, this article discusses the role of both emic (developing culture-specific concepts) and etic (applying concepts across cultures) research in the international management literature. This paper proposes a more comprehensive mixed methods research cycle that can provide researchers with a deeper understanding of the context in under-researched countries. Using a decolonial lens, this theoretical paper proposes that an emic-etic-emic cycle is the best way to disaggregate contextual issues in organizational research, particularly when dealing with human issues in management. By examining a research project on leadership in Africa and the African diaspora from decolonial perspective, our proposed emic-etic-emic cycle (1) stresses the importance of using an emic approach in addition to the dominant etic approach in cross-cultural management; (2) provides researchers with a deeper understanding of context in under-researched countries; and (3) contributes to decolonial approaches to management, which call for a symmetrical dialogue across borders which decentralizes the dominant Western approach, and provides a deeper understanding of management from an indigenous and local perspective. Contextualizing research using the emic-etic-emic cycle can enhance rigor and relevance of the research.

AbstractThis study examines the similarities and differences in the perceptions of effective leadership and motivation among the African Diaspora in the United States and Canada (LEAD). Ten focus groups with a total of 56 participants were conducted in the US and Canada. Using NVivo, results show both similarities and differences in these perceptions. The African Diaspora in both countries described an effective leader as one who is wise and knowledgeable. The African Diaspora in the US also focused on charisma and humility, while those in Canada stressed motivation and inspiration. Moreover, the US participants stated that support and nonmonetary rewards were the major motivators for leaders, whereas Canadian participants indicated task completion and monetary rewards as major motivators. Future directions and practical implications are discussed. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.

Empirical work systematically comparing variations across a range of countries is scarce. A comprehensive framework having the potential to yield comparable information across countries on 12 negotiating tendencies was proposed more than 20 years ago by Weiss and Stripp; however, the framework was never operationalized or empirically tested. A review of the negotiation and cross cultural research that have accumulated over the last two decades led to refinements in the definition of the dimensions in the framework. We operationalized four dimensions in the Negotiation Orientations Framework and developed the Negotiation Orientations Inventory (NOI) to assess individual orientations on those four dimensions. Data were collected from a sample of 1000 business people and university students with business experience from Finland, Mexico, Turkey, and the United States. Results are presented and further scale development is discussed. Findings establish the utility of the dimensions in the framework in making comparisons between the four countries.

This article introduces the concept of cultural mosaic beliefs (CMBs) as a component of effective multicultural work groups. Building on theories of group diversity and self-verification, and responding to calls to understand moderators that explain the impact of group diversity on performance outcomes, we conceptualize CMBs as a psychological climate that individual group members perceive to promote the recognition, acceptance and expression, and utilization of cultural diversity (values, traditions, and practices) in their work. We also propose that CMBs might attenuate conflict that can sometimes characterize culturally diverse work groups distinguishing groups that falter from those that flourish and benefit from the informational and other potential advantages associated with their diverse cultural composition. In a series of five studies ( N = 1119), we develop a 17-item CMB scale comprised of three factors: perceived group diversity, cultural acceptance and expression, and culture utilization. We present evidence of convergent and discriminant validity, showing that the CMB scale is related to but distinct from other measures of diversity. We also demonstrate predictive validity, showing that the CMB scale is related to work group members' identification with the group, commitment to the group, satisfaction with the group, and learning from the group. We conclude by proposing applications of our CMBs concept and measure to multicultural workplaces and offer future directions for research on cultural diversity, specifically the study of group CMBs as a moderator of cultural diversity's effects on groups.

PurposeThe purpose of this paper is to compare women's mentoring experience in nine countries within the Americas, and to explore linkages between personal characteristics, mentoring practices, mentoring functions, and consequences of being mentee.Design/methodology/approachA total of 1,146 successful women are questioned about their mentoring experiences as a mentee: 105 from Argentina, 210 from Brazil, 199 from Canada, 84 from Chile, 232 from Mexico, 126 from the USA, and 190 from three countries in the West Indies (Barbados, Jamaica, and St Vincent).FindingsMost of the women have more than one mentor. Across all countries mentoring practices are more strongly linked to career mentoring function while the age and gender of the mentor are more strongly linked to psychosocial mentoring. Mentoring from the perspective of mentee has the same directional relationship with situational and individual variables, but the significance of those relationships vary by country. A possible cultural difference is detected between Spanish and non‐Spanish speaking countries on the issue of mentoring practice.Research limitations/implicationsThe fact that the paper focuses only on successful women in this paper means the findings are not necessarily generalizable to other groups of women or men. The paper is also limited because mentoring functions are constrained to two: psychosocial and career. There may be more functions that mentoring could fulfill for the mentee.Practical implicationsCompanies' interest in fostering mentoring among their members, particularly women, should be aware that different mentoring functions are influenced by different factors. For example, formal mentoring programs appear to have a greater impact on career mentoring functions than on psychosocial mentoring functions. To support women in their careers, companies should institute formal mentoring programs; this is especially important in South American countries. Moreover, mentoring programs must be designed to be adaptive since the analyses indicated that there are significant differences by country in terms of many mentoring issues.Originality/valueIn the literature review, the paper finds linkages between culture, mentoring practices, characteristics of mentors and mentees, and mentoring functions, but no evidence that these linkages have been studied with a group of professionally successful women from different American countries, particularly non‐English speaking American countries.