<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec><h3>Objective</h3>
<p>The aim of the article is to present two issues; the concept of sustainability and the style of organisational leadership. The authors‘ goal is to demonstrate that a participative management style supports the implementation of the concept of organisational sustainability.</p>
</sec>
<sec><h3>Methodology</h3>
<p>The research method used to achieve the objective is a critical analysis of the literature, an analysis of secondary research and a review of good practice.</p>
</sec>
<sec><h3>Findings</h3>
<p>As the presented examples of the implementation of the concept of sustainable development in specific companies show, the implementation of this type of idea is definitely conducive to the selection of a participative style of leadership.</p>
</sec>
<sec><h3>Value Added</h3>
<p>Active participation of subordinates in shaping the sustainable development strategy in the organisation and their awareness of the real influence on the vision is realised, to a very large extent determines the success of achieving the goals set by the leader (and worked out together with subordinates).</p>
</sec>
<sec><h3>Recommendations</h3>
<p>It is recommended to create a vision, according to which the company operates in the spirit of sustainable development, and to enable subordinates to actively participate in the implementation of the strategy and the systematic evaluation of its results.</p>
</sec>
</abstract>

Implementing the Concept of Sustainable Development in an Organisation and Leadership Style – Selected Aspects

<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec><h3>Objective</h3>
<p>This paper aims at uncovering the hampering and facilitating factors in intercultural communication that professionals encounter in their business relationships.</p>
</sec>
<sec><h3>Methodology</h3>
<p>The data collection process involved conducting individual interviews and two rounds of focus groups with professionals who shared their experiences in working with another culture. The transcripts were analyzed using Thematic Analysis (Braun &amp; Clarke, 2012) with the assistance of Atlas.ti 9.</p>
</sec>
<sec><h3>Findings</h3>
<p>The key challenges that emerged were differences in communication styles: too direct versus too indirect; misunderstandings and misconceptions when communicating in non-native languages; differences in business customs, such as separating business from private life versus blurred business and personal relationships; differences in decision-making and stereotyping.</p>
</sec>
<sec><h3>Value Added</h3>
<p>We offer a new perspective about existing models and theories of intercultural dimensions, highlighting the risks they entail when superficially generalized. Our paper contributes to professional practice by illustrating how language, differences in the communication style, business etiquette and stereotyping can prevent successful interactions. We show that business English may facilitate international communication but may easily become a source of misinterpretation.</p>
</sec>
<sec><h3>Recommendations</h3>
<p>Intercultural flexibility can play a fundamental role in contextualizing communication and providing true meaning to businesses exchanges. Adjusting language, focusing on building trustful relationships and creating alignment processes can all be instrumental for more effective and successful business communication. Future research with business professionals from diverse cultural backgrounds would enrich our understanding of intercultural business communication.</p>
</sec>
</abstract>

Intercultural Communication: Hampering and Facilitating Factors in International Business

<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec><h3>Objective</h3>
<p>The virtualization of the aesthetic experience influences the scope of artistry and creativity of visual artwork and the quality of participation in visual arts. Due to variances in perception qualities between individuals belonging to particular generations, this article aims to assess the impact of the participation form (physical/traditional or digital) on the aesthetic situation of recipients from certain generations. The quality of participation in visual arts was assessed using ten criteria.</p>
</sec>
<sec><h3>Methodology</h3>
<p>Quantitative data exploration from a survey undertaken using a digital instrument provided by SURVIO based on a worldwide sample from 22 countries (n = 87). Due to the relatively ephemeric character of the research problem, an additional qualitative analysis of the statistical results was performed.</p>
</sec>
<sec><h3>Findings</h3>
<p>The participation form (online or in-real) in visual arts determines participation quality level of the aesthetic situation of particular generations. Significant differences exist among generations in online and in-real participation in visual arts and between particular forms of participation. This article did not look for the reasons for these differences; only additional comparative qualitative research can try to reveal them.</p>
</sec>
<sec><h3>Value Added</h3>
<p>It is the first analysis of the impact of digitalization of visual arts from the perspective of visual arts consumers’ behavior based on the components of aesthetic situation theory.</p>
</sec>
<sec><h3>Implications</h3>
<p>The research results should be of interest to: 1) Visual arts creators looking for the optimal way of distributing artworks among recipients from different generations; 2) Visual arts managers and marketers for a multi-layered understanding of generation-diversified visual arts recipients’ perspectives and their preferences about participation in visual arts in-real or digitally; 3) Visual arts customers (recipients) who wish to compare their own views about participating in visual arts with those of other recipients belonging to certain generations.</p>
</sec>
</abstract>

assalabelsem.bouameur@univ-constantine3.dz

University of Salah Boubnider Constantine

Impact of Digitalization on Visual Arts Consumers’ Behavior during the COVID-19 Pandemic: Generational Perspective of Art Management

<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec><h3>Objective</h3>
<p>The aim of the article is to verify the concept of whistleblowing, taking into account the literature on the subject and the EU Directive 2019/1937 and its understanding by Polish and Ukrainian respondents, i.e. those who belong to the EU and those who aspire to it and have grown up in different cultures.</p>
</sec>
<sec><h3>Methodology</h3>
<p>The research analysed literature in English and used qualitative methods in the form of an in-depth individual interview with Polish and Ukrainian managers.</p>
</sec>
<sec><h3>Findings</h3>
<p>The research revealed that the understanding of whistleblowing in EU Directive 2019/1937 reflects years of discussion and goes beyond the original understanding of the term. Respondents understand the advantages and drawbacks of internal and external whistleblowing, the anonymity of the whistleblower and their position in the organisation.</p>
</sec>
<sec><h3>Originality/Value</h3>
<p>The article clarifies the concept of a whistleblower and explains the problems with its interpretation and implementation, allowing for further discussion on its topic in a reliable way. The understanding of whistleblowing contained in the EU Directive and the respondents’ concerns are relevant to the implementation of the Directive, especially in areas that concern the whistleblower’s reliability and anonymity.</p>
</sec>
<sec><h3>Recommendations</h3>
<p>Further research should be conducted among EU members and candidates for EU structures. Quantitative research will determine the acceptance of the issue and indicate the difficulties of implementation. Further research should focus on the reliability of non-employed whistleblowers and their anonymity.</p>
</sec>
</abstract>

Problems with the Concept of Whistleblowing in the Intercultural Perspective and the EU Directive 2019/1937

AHEAD OF PRINT

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Journal of Intercultural Management

 The Journal of Intercultural Management (JOIM) focuses on issues related to the management of global enterprises, both in a practical and theoretical context.  The recent development of corporate globalization has brought to the fore the importance of intercultural management. Cultural backgrounds have been a huge game changer in the communication between people of different cultures both on a national and organizational level. Together with verbal communication, the underlying values and norms have always been an important element in international management practices. Often these issues are not fully appreciated and therefore there is a need for corporate leaders and managers to be informed about and to remain up-to-date with differences in language, behaviour, attitude and cultrure in order to fully utilize the advantages brought about by diversity. It is this intercultural intelligence which leads to tolerance and empathy between people of which is necessary for a harmonious working environment between employers and colleagues with varying beliefs and values.  The Journal of Intercultural Management analyzes intercultural management issues brought about by different cultural components. Other areas this journal include: international business strategy, risk management, human resource management and organizational behaviour.  A strict and thorough expert/peer review process precedes the publication of any article in this journal, with the review process taking anywhere from four to eight weeks. Editors subsequently inform the author(s) of their article review process and the manuscript may either be accepted for publication or rejected, depending on the outcome of the evaluation. Author(s) of an accepted paper is/are invited to submit their final manuscript which is then published in the Journal after all changes and requirements have been fulfilled. They are also invited to give a paper presentation of their work at conferences on 'Intercultural Management'.   Archiving  Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.  Plagiarism Policy  The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process. 