We are a new journal and therefore conscious that we have to compete for high quality articles. Our initial strength as a new journal in being able to attract good articles in cross-cultural management is our specialization in this area and potential to be the major reference in cross-cultural management. It is also our ability to be able to offer a relatively speedy yet quality service to authors. Referees should therefore aim to review an article within a four-week period, to give positive, developmental feedback which will help authors in this and future work even though they may not be successful this time. In particular, we should aim to nurture relatively new authors in order to get them to the standard where they can be successful in publishing high quality articles in cross-cultural management.

Recognizing and encouraging diversity of approaches

We are a cross-cultural journal. This does not mean that we simply publish articles of cross-cultural studies. It also means that we take a cross-cultural approach to publishing good academic articles. We should allow for diversity in approaches to theory-making and research. In fact we should positively encourage this.

We can do this partly by using referees from different cultures. We can do this by encouraging a wider interpretation of what constitutes international standards of academic excellence.

We also try to do this by recognizing excellence in contributions of three main types of articles:

1. Cross-cultural Articles which help to define the area, critically evaluate previous theory, and advocate new developments in theory and methods. Empirical work which does not just provide simple comparison across cultures is encouraged. These are welcome from any academic or management discipline and from a broad spectrum of theoretical paradigms and methodologies. We certainly do not want to restrict this to the accepted ‘western’ or ‘universal’ paradigms, and culturally diverse approaches are encouraged, as are contributions from international and multicultural teams which draw on diverse and pluricultural approaches. However, ultimately articles in this section should address the questions ‘How does this work (a) contribute to the advancement of scientific knowledge on the role of culture in management theory and practice, and (b) help managers better manage people, organizations and change across cultures?’
2. Indigenous Perspectives. Contributions, particularly from non-western societies, which represent indigenous management research are actively sought. We are particularly concerned that contributions which do not take a ‘western’ or ‘westernized’ approach may be overlooked in international journals. We encourage these contributions as long as their internal logic and external validity is sufficiently established. Single culture work is acceptable provided it informs and advances knowledge in cross-cultural management and this contribution is clearly stated. The ultimate utility to cross-cultural management practice should also be transparent.
3. Commentaries and Review Articles. We would like to encourage substantial comments on previously published work, perspectives and comments on key issues in the subject area. We would also like to receive substantial reviews of conferences and other activities of academic and professional associations around the world devoted to cross-cultural work as well as more traditional book review articles which evaluate a number of publications. These also must make a contribution to the study and understanding of cross-cultural management, and will be subject to a review process.

Developing work and authors in cross-cultural management

We are aiming, within a few years, to become the main reference in cross-cultural management. We therefore should aim to develop a longer-term relationship with authors, and to give particular help to authors new to this area or to academia, as well as giving support to established authors to enable them to publish good quality articles in a timely fashion and in a journal they know will be looked on as the main source in this subject area. We do not simply seek to publish authors’ work, but also contribute to the further development of academic work in cross-cultural management. This is why we particularly value the strong links we have with the International Organization Network (ION) and the International Society for the Study of Work and Organizational Values (ISSWOV) as well as the Centre for Cross Cultural Management Research.

In feedback to authors it is therefore important to provide quality feedback by: