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Abstract
A growing number of foreign country nationals in economies worldwide challenges academics to raise a question whether one's country of origin (COO) matters when selecting candidates for managerial positions. Thus the aim of this paper is to analyze the COO effect on the evaluation of managerial competence of a foreign individual. The analysis includes both the literature review and the empirical findings from the authors' pilot research. A focus group interview is the method that was applied in the study. The analysis contributes to the nascent streams in international business and cross-cultural management research that concern the COO effect and the liability of foreignness (LOF) that refers to foreign newcomers (i.e. immigrants, ex/inpatriaties). It also adds some practical implications for the International Human Resource Management literature with that respect. The empirical findings suggest that COO is apparent when managerial skills are evaluated by locals.

Abstract
Functioning of multinational corporations requires international staffing decisions, which involves, among other issues, sending expatriates to foreign subsidiaries and/or hiring inpatriates in the headquarters. The evaluation of a manager's professional competence by his/her subordinates, peers or superiors is determined, for example, by cultural stereotypes intertwined with the manager's nationality. Such an evaluation may affect the quality of cross-cultural interactions and therefore influence effectiveness of a MNC's staff. Thus the aim of this paper is to initially verify whether the country-of-origin of a manager may affect the perception of his/her professional competence. The analysis of this relationship is based on the literature review and the empirical findings from the authors' research. An experiment on management students is the research method that was applied in the study. As a result, the authors attempt to examine whether there are cultural stereotypes that ascribe higher or lower managerial competence to individuals from certain countries. The analysis may also contribute to the literature and research on liability of foreignness as well as cultural stigmatization issues. The empirical findings from the pilot study suggest that the nationality of a manager may affect the evaluation of his/her competences by other people.

Although VUCA' is not a new term, the features of the world it describes, a volatile, uncertain, complex and ambiguous environment, have never been more valid. The VUCA world has become the new reality for business, specifically for hospitality and tourism organizations that are more vulnerable than any other sector due to the historically-recognized turbulent environment in which they operate. In this book, the authors present unique factors that make hospitality and tourism organizations resilient in the VUCA world. With contacts at the center of their hospitality and tourism organizational resilience model, the organizational and psychological perspectives are also incorporated. This innovative volume tests the model of organizational resilience in hospitality and tourism organizations. The study identifies and validates organizational and individual factors that create a resilient organization in the hospitality and tourism sector. It will be of interest to researchers, academics, practitioners, and advanced students in the fields of organizational studies, strategic management, hospitality, and tourism management.