This study investigates the leadership characteristics of New Zealand’s two largest cultural groups, Māori and Pakeha. It examines the extent to which these leadership characteristics are rooted in the unique contexts of each culture. Followers’ perceptions of leadership behaviour were examined using the Multifactor Leadership Questionnaire (MLQ). The hypothesis that leadership is deeply rooted...

Interpersonal influence and adjustment play a crucial role in structuring social interactions across cultures. However, not much is known about whether their consequences are culturally contingent. We hypothesized that in order to effectively influence others, one needs to employ a perceptual style that serves one’s cultural imperative. Specifically, we predicted that whereas in the U.S., inter...

There is a growing interest within educational research to produce culturally-aware intelligent learning environments (ILEs) that capitalize on the affective benefits of positive cultural resonance and avoid the counter-productive effects of culturally ignorant designs. Several challenges arise when attempting to produce culturally-appropriate content for ILEs. These stem from the need for sema...

The purpose of this chapter is to contribute to the knowledge on how production offshoring and international operations management vary across cultural contexts. The chapter attempts to shed light on how companies approach the process of offshoring in different cultural contexts. In order to achieve this objective, the authors employ a qualitative methodology and compare three Danish and three ...