The purpose of this paper is to survey the emerging academic literature on employee performance management (PM) from an international perspective. The primary information source was a search of electronic databases. Two criteria were used to determine which studies to include in the literature survey: (1) those published in an English-language blind refereed academic journal, and (2) those focused on employee PM or performance appraisal (PA) from an international/global perspective. Sixty-four articles, published between 1985 and 2005, met the criteria. A preliminary scheme was developed for classifying the existing academic research into conceptual and empirical articles. The empirical articles were further classified by their foci and themes. In addition to classifying the articles, the paper presents a summary of what can be learned from the major findings of the empirical studies. The major conclusion is that the academic literature on cross-border PM is relatively atheoretical and exploratory in nature and that the design and substance of the research studies are weak. With regard to themes, there are a number of foci in the literature with only scant attention paid to the central concern with the PM of expatriates as expressed by firms. The empirical articles look at the disparate components of PA and are interested mainly in cultural differences as an intervening variable. Several recommendations are presented for researchers to help focus future research on cross-border PM.

This Academy of Management, Human Resources Division, Ambassadors' Programme special issue presents a collection of empirical papers examining workplace diversity and inclusion in a global context. We introduce this topic raising three overarching challenges: to develop more context-specific definitions of diversity and inclusion; to include dimensions pertinent to a global context in the definition of diversity and inclusion; and to consider the impact of diversity and inclusion practices on performance outcomes across countries as well as within multinational corporations. We explore these challenges through three diversity and inclusion lenses-gender, age, and nationality-exploring global perspectives at the national, organisational, and team levels of analysis. In conclusion, we present an agenda for future research. BackgroundThe inspiration for this special issue comes from the International Committee of the Human Resources (HR) Division of the Academy of Management (AOM). The goal of the InternationalCommittee is to integrate and engage the HR division's global membership, and to develop and disseminate knowledge that is relevant to management scholars worldwide. To this end, at the AOM Annual Meeting in August 2008, the HR Division launched the 'Ambassadors Programme'.The Ambassadors are representatives of their country's HR Division membership. The purpose of the programme is to promote the engagement of the HR Division's global membership. Its primary

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