Cross-cultural knowledge management for organizational efficacy: the role of stakeholder causal scope analysis Across the typological and industry spectrum of organizations, multi-culturalism, market integration and rising new forms of consumer behaviour are incessantly and emphatically changing the critical factors of business success (Leonidou et al., 2018). And while classical and time honoured strategic, management and marketing factors are, and probably shall continue to be, pertinent, other elements that have long-lurked in the lime light are rapidly becoming of immense importance (Thrassou et al., 2018). Cross-cultural paradigms, knowledge management and stakeholder involvement are increasingly claiming the spotlight of business theory and practice, proving themselves to be of significant scholarly and executive value. In this vein, it is important for scientific research to study these concepts, theories and practices not in isolation, but in conjunction. Thus, traversing through extant works on the subject, we hereby present the individual, collective and integrated essence of these; finally, also presenting the individual papers comprising this Special Issue of the European Business Review, along with their multi-perspective contribution to knowledge. Culture is defined by Hofstede (1991) as the combination of a shared philosophy which differentiates individuals between various groups. Therefore, people from different cultures react differently to a single phenomenon and/or in a given context. In particular, organizational knowledge management initiatives in diverse socioeconomic contexts (including government, non-government and business practices), would lead to a detrimental outcome or would not be able to convey the right message, at the right time to the right target audience prolifically, if the cross-cultural issues are not considered. Indeed, a specific organizational procedure that would be appropriate for the target audience of one culture would not be suitable for the target audience of another culture (Hofstede, 1984). Therefore, as suggested by Momir and co-authors, "it is imperiously necessary to make efforts to understand the sophisticated cultural models, especially in the current situation in which the business world becomes increasingly international and global" (Momir et al., 2015, p. 723). Today, more than ever, companies have to compete in the international "arena", and this requires a constant commitment to the management of information and knowledge, the ability to understand and manage different cultures, the skill to create and manage networks and the aptitude to learn and use internationalization related knowledge (Dutot et al., 2014; Child and Hsieh, 2014; Fletcher and Harris, 2012). Therefore, considering cross-cultural issues, is especially important for organizational knowledge management, aiming at the cross-cultural target audience (Huang et al., 2013). The cross-cultural knowledge management (CCKM) concept itself, appeared only recently in business literature, following ...