Organisations with a decentralised structure is generally believed to facilitate product innovation. However, certain mechanistic structural elements also have merits in the process. We argue that the configuration of an innovation-enhancing organisational structure is not a universally applicable model, but rather it would also depend on the cultural context. Building upon Burns and Stalker’s (1961) contingency theory of organic/mechanistic structures and using survey data from 356 Chinese, Finnish, and Swedish firms, we examine the underlying moderated mediation mechanisms and contextual conditions in the relationship between decentralisation and product innovation in China and the Nordics with contrasting cultural values on power distance. Our results demonstrate that internal knowledge sharing mediates the relationship between decentralisation and product innovation for firms in the Nordics with a low power distance. Formalisation only moderates the association between decentralisation and internal knowledge sharing for firms in China with a high power distance, such that the positive indirect effect of decentralisation on product innovation via internal knowledge sharing is only significant when the level of formalisation is high. The findings enrich the contingency theory by discussing the mixture of both organic and mechanistic structural characteristics and the different mechanisms for product innovation in a cross-cultural context.

This study focuses on the phenomena of virtual expatriation and its outcomes in terms of the subsidiary employees’ engagement. We identify the different traits of virtual expatriation compared to traditional expatriation and analyze the role of ambidextrous leadership -one that combines fostering creativity and experimentation with establishing guidance and control- to promote employee engagement. Moreover, we hypothesize that cultural intelligence, perceived communication effectiveness, and frequency of interaction have a moderating effect on the relationship between ambidextrous leadership and employee engagement. Our empirical setting is the shipping and logistics MNC Maersk, where we test our hypotheses on a sample of 104 employees whose supervisors are virtual expatriates. Our findings suggest that virtual expatriates who combine opening and closing behaviors can bridge the physical separation more effectively and relate positively to the employees' perceived meaningfulness, availability, and security. Additionally, higher cultural intelligence and frequent interaction with employees strengthen the positive effect of ambidextrous virtual expatriates on employee engagement.

Hong Kong, one of the world’s most dynamic and thriving cities, has been plagued by political unrest and a pandemic in recent years. Expatriates, who form a significant part of Hong Kong’s workforce, have been severely impacted by these developments, which led to an exodus of expats from the city. This research aims to explore how the political unrest and COVID-19 pandemic have affected the lives of expatriates in Hong Kong. Despite its global significance, extant research on the challenges expatriates faced during this period of crisis remains limited. This study therefore examines the impact each of these crises had on expatriates, which ultimately influenced their decisions to terminate their assignments early and withdraw from Hong Kong. Based on 20 semi-structured interviews with 20 expatriates who resided in Hong Kong during the period of political unrest and the COVID-19, this study shows significant contributors to the expat exodus in Hong Kong such as the safety threats brought on by the violent protests and the long-standing strict COVID-19 restrictions which induced a heightened-level of anxiety and uncertainty. This research contributes to the existing knowledge of expatriation management by uncovering the lived experience of expats in hostile environment.

Adaptive culture and employee resilience play crucial roles for firms to adapt to environmental turbulence. Employees with a high level of resilience can better cope with uncertain situations, while adaptive organizational culture provides a suitable environment for resilience development. This study reveals how adaptive culture contributes to the development of employee resilience through the lens of conservation of resources theory. Through analyzing the answers from 621 Chinese employees with the partial least squares structural equation modelling method, we find the direct and indirect relationship between adaptive organizational culture and employee resilience. The results show that agency and pathway towards goal achieving mediate between adaptive culture and employee resilience. In the context of high technological turbulence, the positive impact of adaptive culture on employees’ agency is strengthened. This study empirically tested for the first time the relationship between adaptive culture and employee resilience. The findings expand the literature on organizational culture and resilience development and provide a theoretical foundation for firms to establish resilience-oriented organizational culture.

In the 21st century, organisations increasingly recognise the need for global leaders with diverse skills to meet emerging challenges. This study examines the variation in leadership practices across cultures, focusing on 'maternalistic leadership' (ML), a variant of paternalistic leadership (PL) present in many societies. In the Latin American cultural context, PL is associated with humanistic, benevolent traits, emphasising a genuine commitment to personal and emotional bonds while caring for the well-being of followers. ML, as a subset of PL, enhances these aspects by incorporating the nurturing, empathic and communicative approaches traditionally associated with women's leadership. Despite this emerging body of knowledge, ML remains under-researched. This study addresses this gap by exploring the characteristics and contextual factors that influence ML in intercultural contexts. We conducted two qualitative case studies with female leaders from Chile and Colombia and their teams in German MNCs. Building on existing research, we identify three dimensions that extend PL to ML: emotional engagement, personal well-being and mindful communication. These dimensions are critical in intercultural contexts and positively influence perceived leadership effectiveness. This research contributes to the leadership and CCM literature by introducing and developing the concept of ML and examining its adaptation and acceptance in Western contexts.

Relationship-building approaches vary across economic, cultural, and institutional environments. Guanxi is an indigenous form of interpersonal relationship building in China; however, the extant study regarding Western expatriate relationship building is primarily explored from the social network perspective. This paper reviews the literature and compares the theoretical concepts of guanxi and social network building. Building on the core concepts of network structure and the contents of ties, this study provides insights into relationship building for Western expatriates in China and Chinese expatriates in Western countries.