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The term 'globalization' has become a buzzword and has taken on a variety of meanings. It is often used as a surrogate to represent the increasing complexity of the environment or the growing relevance of international events. This text suggests that comprehending and dealing with globalization requires a multidisciplinary view

International audience ; Globalisation has emerged as an important phenomenon affecting the environment in which businesses operate. While trade and economic issues have dominated public perception of globalisation, we argue that it needs to be construed as a multi-dimensional construct. Based on a social representations perspective, this study surveys executives to discern their attitudes towards globalisation. Results suggest that executives perceive globalisation in complex ways and are influenced by cultural, political and environmental issues, in addition to the business and economic ones. Nationality, age and work experience significantly affect their perception. The varying perceptions of the executives can affect how organisations deal with the opportunities and threats in the global environment, so organisations would benefit from building an internal consensus on their global vision.

International audience ; Globalisation has emerged as an important phenomenon affecting the environment in which businesses operate. While trade and economic issues have dominated public perception of globalisation, we argue that it needs to be construed as a multi-dimensional construct. Based on a social representations perspective, this study surveys executives to discern their attitudes towards globalisation. Results suggest that executives perceive globalisation in complex ways and are influenced by cultural, political and environmental issues, in addition to the business and economic ones. Nationality, age and work experience significantly affect their perception. The varying perceptions of the executives can affect how organisations deal with the opportunities and threats in the global environment, so organisations would benefit from building an internal consensus on their global vision.

International audience ; Globalisation has emerged as an important phenomenon affecting the environment in which businesses operate. While trade and economic issues have dominated public perception of globalisation, we argue that it needs to be construed as a multi-dimensional construct. Based on a social representations perspective, this study surveys executives to discern their attitudes towards globalisation. Results suggest that executives perceive globalisation in complex ways and are influenced by cultural, political and environmental issues, in addition to the business and economic ones. Nationality, age and work experience significantly affect their perception. The varying perceptions of the executives can affect how organisations deal with the opportunities and threats in the global environment, so organisations would benefit from building an internal consensus on their global vision.

The exit of Coca-Cola from India in the 1970s has been extensively used in IB textbooks as illustrating the challenges faced by MNEs in difficult political/regulatory environments. In this article, we use critical hermeneutics to challenge the conventional understanding and interpretation of the event. Instead, an understanding of the macro-economic and historical context suggests that the company had other options available to it and may have lost a valuable opportunity due to inflexible policies. IB textbooks should be wary of falling prey to naïve managerialism and instead provide a critical understanding of the operations within a larger context to their readers.

This article investigates the relative merits of two methods of case discussion. The first is the Harvard Case Method (HCM), and the other is the McAleer Interactive Case Analysis (MICA) method. In the literature, MICA has been proposed as a remedy for the weaknesses of HCM. Here, we report the results from an experiment that assesses the relative effectiveness of these two methods. Our results support the claim that MICA is better than HCM. In particular, we find that MICA enhances student participation in case discussions. This is useful, inasmuch as one important component of active learning is participation.

AbstractBribery is ubiquitous in most developing countries. The negative impact of corruption on macro variables such as economic growth and foreign investments has been widely studied. In this study, we take a micro perspective to examine the effects of bribery on the individual's emotions. We analysed two sets of post‐event self‐reports of individuals who bribed or did not bribe for government services in India to explore their cognitive and affective response. We identified the revealed basic emotions along with the justifications provided for their action when faced with a bribe situation. We find that affective response appears to dominate the reports of those who bribed, while cognitive response dominates those who did not bribe. Understanding individual emotional responses to corruption provides new avenues for researching the moral aspects of corruption and we derive implications for further research and practice.

Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms' sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of subordinates and their supervisors. The results from hierarchical linear model (HLM) for clustered data showed that servant leadership strongly predicted affective trust, organizational citizenship behaviors (OCBs), and task performance of subordinates; affective trust fully mediated servant leadership's effect on task performance while partially mediates servant leadership's effect on subordinates' OCB. In contrast, cognitive trust did not mediate servant leadership's effect on either OCB or task performance. These findings reveal the relevance of affective trust as the underlying mechanism which mediates and deciphers servant leadership into positive individual performance.