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PurposeSeeks to understand how differences in national cultures impact on the understanding and meaning of the concept of self‐leadership and its application.Design/methodology/approachFirst, research at the intersection of culture and leadership and Hofstede's culture framework are reviewed. Then the main components of self‐leadership theory are introduced, and how Hofstede's framework can be used to re‐analyze them given differences across cultures is discussed.FindingsWhile self‐leadership remains, in general, a valid concept, its understanding and application is likely to differ across cultures. Specifically, high power distance raises the importance of the symbolic value of tasks and correspondent covert processes of self‐leadership, high uncertainty avoidance makes more explicit the importance of non‐rational and intuition‐based thought processes, collectivism shows the relevance of social relations, femininity reiterates the importance of social relations and non‐rational processes, and long‐term orientation introduces the importance of making time an explicit element.Research limitations/implicationsThere is a need for further research on self‐leadership that investigates the roles of social and cultural relations, communication and language, multilevel interdependencies, and ethics. Empirically there is need for developing a self‐leadership instrument that is relevant and applicable across cultures.Practical implicationsThis paper should facilitate appreciation of a contingency perspective of self‐leadership that requires different modes of application across cultures.Originality/valueThis paper helps fill a gap in the self‐leadership literature. In particular, it can facilitate greater understanding of this concept in cultures other than the USA, where it originated.

PurposeDrawing on career and self‐initiated expatriation/repatriation literatures, this paper aims to examine the career experiences of Chinese self‐initiated repatriates after their return to China.Design/methodology/approachThe authors conducted an exploratory, qualitative study involving in‐depth interviews with 20 Chinese individuals who returned to China after spending at least three years living, studying and/or working in a range of “host” countries.FindingsThis study shows that the career agency of Chinese returnees reflects both independent and interdependent factors. It provides specific empirical support for Tams and Arthur's argument that career agency is impacted by both individual and contextual factors.Research limitations/implicationsThe findings indicate the central role played by individual proactivity and contextual influences during self‐initiated repatriation. The small sample size allows for rich data, but limits the generalizability of the findings.Practical implicationsManagerial practices that address the unique career values and expectations of self‐initiated repatriates can facilitate the application of skills and knowledge acquired abroad to the local context. Policy makers should provide more institutional support to encourage and facilitate the return of overseas Chinese.Originality/valueThis study is among only a small number to explore the experiences of self‐initiated repatriates in developing countries. Recent research has addressed the importance of recognizing and identifying the boundaries that constrain and enable global careers. This study identifies a number of such boundaries and also adds to the understanding of the challenges and difficulties of repatriation.

We know that small businesses are vulnerable to crisis, however little is still known about how they cope during long crisis as the COVID-19 pandemic. This paper provides a qualitative analysis of small businesses in Macau, China, in the months following the outbreak. We collected interview data from six local small firms. We found that the sudden decline in demand has the strongest impact on small firms. As compared with large firms, new startups and small firms show high flexibility in their reactions to the crisis, partly due to the low level of bureaucracy and limited social responsibility compliance. Among the various types of response strategies, all participant firms adopted flexible HR strategies. Other common survival strategies include the increase of product diversification, exploration of new markets, and increase of learning. We also found that some small businesses had a formal crisis plan and strategy before the outbreak, and these firms tend to have longer history, experience in dealing with crisis, and operate in more regulated sectors. Based on these results, we define five types of renewal and survival strategies for small businesses and propose a SME crisis resilience model.

This research develops a framework that combines crisis stages, stakeholder engagement, and crisis challenges. The framework is applied to small firms in Macao during the 2019 novel coronavirus disease (COVID-19) pandemic crisis. We conduct a qualitative study based on semi-structured interviews with the leaders of six small firms in Macao. The findings suggest that the COVID-19 pandemic has turned into a “normal” context, which blurs the traditional crisis termination stage. We also find that participating firms engage more with internal stakeholders than external ones. The strategies adopted by small firms include flexible human resource (HR) practices, cost reduction, enhancing customer relations, and using government support schemes. These strategies are effective in the short term; firms need to pay attention to diversity and learning for the long term.

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Purpose This paper aims to identify, analyze and discuss a potential new business opportunity that arises from the intersection of the digital music and game industries across borders throughout network-based innovation approach. Design/methodology/approach The research draws on review of industry and academic literature, two online surveys and interviews, overall encompassed by a interpretative exploratory research methodology strategy. Findings The study supports the interest and potential for developing new products that combine digital music and casual digital games and that draw on firms from more than one region, while potentially involving a wide set of social network key stakeholders. Research limitations/implications This is an exploratory study in which findings should be challenged by confirmatory studies, including new product design and development of modeling techniques and network-based innovation approaches. This research contributes for the generation of new insights over technological and social driving forces, as well as emerging trends that shed light on the global competitiveness and on convergence of mobile gaming and digital music industries at regional innovation systems view. It also discusses spillover mechanisms based on new knowledge creation, knowledge diffusion and knowledge appropriation throughout the key stakeholders. The customer-centric innovation and network value autocorrelation hypothesis was validated, and both technology convergence and social factors are enhancement factors for innovation. Limitations and further research with larger sampling, specialization techniques and empirical modeling to in-depth analysis is suggested. Practical implications The study provides a framework for managers to develop new products that merges boundaries of related industries and encourages network-based innovation and cooperation between industry players, involving different regions. Ultimately, it shows opportunities of diversification, by introducing new products into new markets, as result of interdependence, soft factors, knowledge spillover and absorptive capacity mechanisms over a network of key stakeholders across different regions throughout customer-centric innovation, while impacting also new discussion on entrepreneurship and knowledge spillover theory and policy making. Social implications Social capital network is key for innovation and knowledge spillover among industry players. Content creation regarding products and services show high dependence on spatial external cultural influences, tastes and habits for customer-centric innovation, while impacting on social and learning customer experience, as well. Originality/value The paper has value for product development and innovation managers, researchers and practitioners. It discusses the value of innovation systems that are purposively developed beyond traditional geographic and industry boundaries.

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