In our world of VUCA (volatile, uncertain, complex and ambiguous), a capacity for change and adaption is vital. However, changing successfully has been a challenging task for both individuals and organizations. Taking into account the insights of neuroscience, this chapter introduces a framework of change …

This paper conducted a preliminary study of reviewing and exploring bias strategies using a framework of a different discipline: change management. The hypothesis here is: If the major problem of implicit bias strategies is that they do not translate into actual changes in behaviors, then it could be …

This paper reviews and discusses the neuroscience of a dynamic, contextual and polycultural self. Advances in neuro-science suggests that: (1) the brain can acquire contradictory cultural systems at the same time; (2) all three groups of bi/multi/ and mono-cultural individuals can activate corresponding …

In cross-cultural communication and adjunct disciplines such as cross-cultural management and international business, there is a negativity bias of seeing cultural differences as a source of potential issues. The emergence of Positive Organizational Scholarship (POS) questions this problem-focused approach. …

Cross-Cultural Management: With Insights from Brain Science explores a broad range of topics on the impact of culture in international business and vice versa, and the impact of businesses and individuals in shaping a culture. It provides critical and in-depth information on globalization, global/glocal …

Purpose The purpose of this paper is to conduct a critical analysis to address cultural metaphors – a much overlooked aspect of cross-cultural studies. Mainstream cultural metaphors (e.g. the iceberg, the software of the mind, the onion, and the distance) are not only limited in number, but are also …