Leadership and cultures around the world: Findings from GLOBE. An introduction to the special issue

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Global leadership success through emotional and cultural intelligences (2005, background): “Q (Javidan & House, 2002, p. 1) International rotation programs and international practical experience should be included as ways of developing cultural intelligence.”
Corporate elite characteristics and firm's internationalization: CEO-level and TMT-level roles (2009, background): “Today’s business world boundaries are increasingly global (Javidan and House 2002), encouraging firm development of a commanding international presence (Bartlett and Ghoshal 1989; Hordes, Clancy and Baddaley 1995).”
Institutional exceptions on global projects: a process model (2008, background): “In the words of Javidan and House (2002): ‘‘From a practical point of view, the complexity of cross-national negotiations, mergers, assignments and leadership probably depends on the extent of the difference between the two cultures.’’”
What did GLOBE really measure? Researchers’ minds versus respondents’ minds (2006, background): “Although journal articles on GLOBE findings had appeared since 2001 (Javidan and House, 2001, 2002; House et al ., 2002), the new volume provides the first overall view of the results.”
Cronyism: a cross-cultural analysis (2006, background): “Cultural clusters – that is, groups of countries that share many qualities (Javidan and House, 2002) – may show similar dynamics related to cronyism that allow us to more parsimoniously categorize its”