This chapter examines how multinational corporations (MNCs) collectively address plastic pollution in emerging economies through meta-organizations. While existing literature highlights the limitations of voluntary corporate action, we analyze how MNCs leverage collective platforms to promote Extended Producer Responsibility (EPR) and influence regulatory processes. Drawing on five case studies from West Africa and Southeast Asia, we show that subsidiaries of MNCs create meta-organizations that combine corporate social responsibility (CSR) efforts with political action. At the inter-organizational level, these platforms support a specific form of mandatory regulation that we define as "hybrid." Their effectiveness is contingent on national political dynamics and the involvement of international organizations. We contribute to the literature on political CSR, meta-organizations, and grand challenges by highlighting how firms pursue regulatory solutions through collective structures under conditions of weak governance.

Digital technologies have revolutionized the possibilities for international collaboration: there is no longer any need to meet in person to work together. Virtual international teams have become ubiquitous in international companies and organizations. International collaboration also takes other forms in more open collectives such as virtual communities. These teams and communities are characterized by strong cultural and linguistic diversity. Drawing on three real-life cases, this book examines the operational processes and management practices of virtual collaboration. In particular, it examines the concepts of distance and diversity and their consequences in terms of cohesion, trust, and shared identity. It thus addresses the benefits, but also the limitations, of remote collaboration and provides numerous keys to overcoming them. This book offers managers and members of virtual teams and communities the keys to understanding and decoding collective dynamics. The implementation of appropriate organizational and communication strategies makes it possible to create internationally virtual teams and communities that perform well over the long term. Aimed at managers and members of international virtual teams and communities, consultants and business leaders, as well as professors and students in business schools and universities, this book will provide a better understanding of virtual collaboration.

This paper presents a bibliometric and textual analysis of academic literature on emotions within the context of cross-cultural management. A bibliometric analysis uses co-citation and bibliographic coupling to reveal trends in the field, both past and present. Additionally, the Reinert lexicometric method is used to explore promising research directions as outlined in recent articles. The key findings suggest that the foundations of emotions in cross-cultural management lie in cultural and emotional intelligence, in the use of cultural dimensions as a framework for studying emotions, and in both international and psychological adaptation. These themes persist in current research with slight variations. Future research is expected to focus on empirical studies, developing theories of emotional intelligence, and contextual studies of acculturation, among other areas. Based on an integrative framework of emotions in cross-cultural management, we propose a research agenda and implications for practice.

This paper presents a bibliometric and textual analysis of academic literature on emotions within the context of cross-cultural management. A bibliometric analysis uses co-citation and bibliographic coupling to reveal trends in the field, both past and present. Additionally, the Reinert lexicometric method is used to explore promising research directions as outlined in recent articles. The key findings suggest that the foundations of emotions in cross-cultural management lie in cultural and emotional intelligence, in the use of cultural dimensions as a framework for studying emotions, and in both international and psychological adaptation. These themes persist in current research with slight variations. Future research is expected to focus on empirical studies, developing theories of emotional intelligence, and contextual studies of acculturation, among other areas. Based on an integrative framework of emotions in cross-cultural management, we propose a research agenda and implications for practice.

The corporate social responsibility (CSR) of multinational enterprises (MNEs) represents a crucial strategic and societal challenge, and has given rise to a vast academic literature. However, to date, this literature has paid little attention to the environmental issue of international human resource management (IHRM), which generates a significant carbon footprint through the international mobility (IM) of expatriates and international executives. This article aims to understand how MNEs' IM departments approach environmental responsibility and how climate action is transforming IHRM strategies. Through a multiple-case study conducted between 2021 and 2023 with nine French multinationals, we identify the changes being implemented. In some MNCs, the brakes are leading to inaction on climate change. In the majority of cases, IM policies are being "greened", in a way that encourages and empowers rather than constrains. Only one of the MNCs studied goes further and transforms its HRIM strategies, linking IM to talent management. These results contribute to the understanding of CSR implementation from the perspective of neo-institutionalist theories and organizational learning, as well as to the emergence of green IHRM.