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.

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Abstract:In this paper, we consider the dynamics of a global supply chain network economy in the presence of risk and uncertainty in which distinct speeds of adjustment are included.We assume three tiers of decision-makers: manufacturers, distributors, and retailers, who acquire the product in order to satisfy the demand at the demand markets. The manufacturers, distributors, and retailers may be based in the same or in different countries and may transact in different currencies. We allow for electronic transactions in the form of electronic commerce between the manufacturers and the retailers as well as between the distributors and the retailers since the retailers may be physical or virtual. In addition, supply-side risk and demand-side risk are handled in our formulation with the former being expressed as a multicriteria decision-making problem for each manufacturer and distributor (with distinct weights associated with the criteria) and the latter being handled with the use of uncertain demands. The proposed framework allows for the modeling and theoretical analysis of such global supply chain networks, which involve competition within a tier of decision-makers but cooperation between tiers. Numerical examples are provided for illustrative purposes.