Tao thesis gap sweep

Rule: Tao's thesis must have an international element (Ajarn, meeting 22 Oct): expats, foreigners, Thai people with international experience, or culture as a moderator. Career / JVB welcome.

156 → 8 groups. Every idea read. Left out: 13 review / book / teaching ideas (not a thesis design) and ~27 one-off curiosities (no literature thread). The rest became 8 groups, each with an international hook.

8 scans. One Claude agent per group: review seeds, coverage counts, gaps. Thai share of every field is under 1%. Self-scores did not separate the groups, so we chose on five tests: natural international angle · thin Thai evidence · review papers exist to seed a sweep · not already a Lab shelf · data reachable in ~12 months.

Seeds sharpened. 4 more agents searched each shelf in rounds, learned the field's own words (face, kreng jai, guanxi, modesty), and found newer reviews. 14 seeds each. Generic culture reviews dropped to stop drift.

1. 10Will they stay or will they go? The role of job embeddedness in predicting turnover in individualistic and collectivistiunclear
2. 10What's culture got to do with it? Examining job embeddedness and organizational commitment and turnover intentions in Sounclear
3. 10Embeddedness across contexts: A two‐country study on the additive and buffering effects of job embeddedness on employeeunclear
4. 10THA Meta-Analytic Review of Job Embeddedness and Turnover Intention: Evidence from South-East Asiameta-analysis
5. 10Reactive Adjustment or Proactive Embedding? Multistudy, Multiwave Evidence for Dual Pathways to Expatriate Retentionlongitudinal
6. 10Using job embeddedness factors to explain voluntary turnover in four European countriesunclear
7. 10Will I Stay or Will I Go? Explaining Repatriation by Self-Initiated Expatriatesunclear
8. 10Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover.unclear
9. 10The influence of expatriate cultural intelligence on organizational embeddedness and knowledge sharing: The moderating eunclear
10. 10Work-home and home-work conflict and voluntary turnover: A conservation of resources explanation for contrasting moderatunclear
11. 10A Framework of Facilitators and Barriers to Career Adaptability: Migrant Hotel Workers During COVID-19unclear
12. 10SIE identity strain, job embeddedness and expatriate outcomes: within-domain and spillover buffering effects of off-the-unclear
13. 10Self-initiated expatriates' cultural intelligence, embeddedness and career satisfaction: a whole-life perspectiveunclear
14. 10Faculty’ Turnover Intention in Vietnamese Public Universities: The Impact of Leader-Member Exchange, Psychological Safetunclear
15. 10Fostering assigned expatriates' thriving at work through cultural intelligence and local embeddedness: The role of relatunclear

1. 10Cultural Differences in Newcomer Feedback Seeking: A Comparison of the United States and Hong Kongunclear
2. 10Determinants of the feedback-seeking behaviour of subsidiary top managers in multinational corporationsunclear
3. 10Examination of a Perceived Cost Model of Employees’ Negative Feedback-Seeking Behaviorunclear
4. 10Feedback orientation, feedback culture, and the longitudinal performance management processlongitudinal
5. 10Cultural Differences in the Motivation to Seek Performance Feedback: A Comparative Policy-Capturing Studyunclear
6. 10Authentic leadership and feedback-seeking behaviour: An examination of the cultural context of mediating processes in Chunclear
7. 10Leading by Example: Supervisor Downward Feedback Seeking, Power Distance, and the Implications for the Feedback Environmunclear
8. 10A theoretical analysis of the implications of self-determination theory in explaining the effectiveness of feedback-seekunclear
9. 10The relationship between feedback orientation, feedback seeking climate and behaviour: evidence from Chinese postgraduatunclear
10. 10Culture, motivation, and feedback-seeking behaviors: Test of a mediated modelunclear
11. 10Feedback-seeking behavior within multinational corporationsunclear
12. 10Modeling chinese high school EFL writers’ language mindsets, goal orientations, and feedback-seeking behavior: the interunclear
13. 10Leaders’ Expressed Humility and Followers’ Feedback Seeking: The Mediating Effects of Perceived Image Cost and Moderatinunclear
14. 10Feedback-seeking culture moderates the relationship between positive feedback and task performanceunclear
15. 10High-Power Distance Is Not Always Bad: Ethical Leadership Results in Feedback Seekingunclear

1. 10How emotionally intelligent individuals become leaders: the crucial roles of vertical and horizontal exchange in collectunclear
2. 10Predicting leadership emergence in global virtual teams: machine learning applications in algorithmic HRMunclear
3. 10A discursive analysis of the in situ construction of (Japanese) leadership and leader identity in a research interview.qualitative
4. 10Being a Leader and Doing Leadership: The Cross-domain Impact of Family and Friends on Leader Identity and Leader Behaviounclear
5. 10Investigating collective memory in the enactment of Māori leadership identities Ko te kōputu pūmahara hei whakatinana iunclear
6. 10What motivates narcissistic individuals to lead? The role of identity across culturesunclear
7. 10Implicit leadership in an intercultural context: theory extension and empirical investigationunclear
8. 10Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBEreview
9. 10Chinese Implicit Leadership Theorytheory
10. 10A two-nation investigation of leadership self-perceptions and motivation to lead in early adulthood: the moderating roleunclear
11. 10How does collective leadership emerge? A dual-process theory formalized using agent-based modelingtheory
12. 10Relating Cultural Distance to Self-Other Agreement of Leader–Observer Dyads: The Role of Hierarchical Positionunclear
13. 10Global work and leadership identity development: a narrative inquiry studyqualitative
14. 10Claimed but not granted: authorization asymmetry and the intersectional invisibility of foreign women in Japanunclear
15. 10Trait Emotional Intelligence and Leadership Self-Efficacy: Their Relationship with Collective Efficacyunclear

1. 10Leader–member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries.meta-analysis
2. 10Implicit leadership in an intercultural context: theory extension and empirical investigationunclear
3. 10Cross-cultural comparison of leadership prototypesunclear
4. 10Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBEreview
5. 10Chinese Implicit Leadership Theorytheory
6. 10Cultural variation of leadership prototypes across 22 European countriesunclear
7. 10An implicit leadership theory examination of cultural values as moderators of the relationship between destructive leadeunclear
8. 10School culture and creativity-fostering teacher behavior: The mediating role of implicit leadership theories and the modunclear
9. 10Who is an Ideal Organizational Leader in Iran? Examining the Content, Structure, and Consequences of Iranian Implicit Leunclear
10. 10Character and Competence: A Prototype Analysis of Good Leadership in UK Businessunclear
11. 10Examining the follower-related antecedents and effects of servant leadership in the PRC and Hong Kongunclear
12. 10Chinese Guanxi : An Integrative Review and New Directions for Future Researchreview
13. 10Paternalistic leadership in Chinese organizations: research progress and future research directionsreview
14. 10Cross-Cultural Generalizability of Paternalistic Leadership: An Expansion of Leader-Member Exchange Theoryunclear
15. 10Leader–member exchange (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigationunclear