Change leadership in a cross-cultural context : a case study of Italy and Australia / Mary Barrett -- Leading organizational change in a Brazilian multinational : crisis and restructuring in globo organizations / Emmanouela Mandalaki, Gazi Islam, Filipe Sobral -- A leader with open mind and...

Extension of theory using a multiple-case study design can contribute value to a particular theoretical perspective and further define the boundaries of the original theory. Most organizations today operate in volatile economic and social environments. Qualitative research plays an essential...

Background: Multicultural teams provide diverse skill sets, and members’ different experiences could through effective leadership be leveraged to improve organizational performance, especially in the agile organization. Effective multicultural team leadership can drive the goals of agile...

Background: Most organizations in high-receiving immigrant nations lack insight into how a bicultural employee’s special skills might be leveraged to improve performance within agile organizations. Biculturals are recognized as an important segment of managers, organizational leaders have a...

Women entrepreneurs are emerging as important players in the national economy, yet gender bias and stereotypes that still exist in organizations prevent firms from taking advantage of their leadership potential. At the same time, traditional leadership models are lacking in diversity, and...

Multiple cases may be conducted for several reasons: they extend emergent theory, fill theoretical categories, provide examples of polar types, or replicate previously selected cases to discover new theoretical directions. However, the qualitative data analysis process for multiple case studies...

1. Change leadership in a cross-cultural context : a case study of Italy and Australia / Mary Barrett -- 2. Leading organizational change in a Brazilian multinational : crisis and restructuring in Globo organizations / Emmanouela Mandalaki, Gazi Islam and Filipe Sobral -- 3. A leader with open...