Adapting to, creating, and managing change has become an unavoidable and even central part in today's organizations ( Griffin, Neal, & Parker, 2007 ). At the external level, organizations are constantly seeking opportunities to identify and anticipate clients' needs, switch or expand into new markets, and establish or rearrange strategic alliances. At the internal level, they struggle with recruiting, retaining, and developing a healthy base of best talent, and reorganizing the structure of labor forces to match the organization's growing needs. The internal and external dynamics frequently intertwine, complicating the situations and creating competing demands; therefore, leaders are forced to understand, manage, and react quickly, innovatively, and effectively. Importantly, in order to grow business organically and sustainably, leaders are pressed to constantly identify and develop new products, processes, structures, and solutions. As revealed by Gonin, Napiersky, and Thorsell in their chapter of this volume, innovation has turned out to be one of the biggest challenges in times of crisis. All these challenges become more complex when organizational changes and innovations are conducted across national cultures. This has been illuminated by the three chapters in this volume, respectively focusing on: discussing issues in managing cross-border mergers and acquisitions (M&A), introducing useful tools to assist change initiatives, and tackling the innate paradoxes in engaging in innovative activities across cultures.
