Showing papers on "Global Leadership published in 1998"

Developing Leaders for the Global Frontier

Abstract: Global business today requires leaders to be like explorers, guiding their organizations through unfamiliar and turbulent environments. With markets, suppliers, competitors, technology, and customers around the world constantly shifting, traditional leadership models no longer work. The authors' three-year study across Europe, North America, and Asia indicates that companies seek more global leaders and desire future global leaders of higher caliber and quality. To achieve these goals, organizations must understand the characteristics of global leaders and what they can do to develop these leaders. The research results reveal that every global leader needs certain core qualities: exhibiting character, or the capacity to build relationships with people from different backgrounds and to act with high ethical standards; embracing duality, or knowing when and whether to act and initiate change, depending on country or region; and demonstrating savvy, or recognizing worldwide market opportunities and understanding firm capabilities. Underlying each of these characteristics must be inquisitiveness ? a sense of adventure and a desire to experience new things. The authors' research further shows that global leaders are born and then made. Four strategies are particularly effective in developing global leaders: foreign travel, with immersion in the country's way of life; the formation of teams in which individuals with diverse backgrounds and perspectives work together closely; training that involves classroom and action learning projects; and overseas assignments, which serve to broaden the outlook of future global leaders.

Strategic human resources: a new source for competitive advantage in the global arena

Abstract: As demands are made on organizations to expand their global markets, having an effective global human resources function becomes imperative. Based on interviews with global human resource executives in sixty of the largest US-based multinational organizations, this study first identifies ten factors, or guiding principles, that facilitate such effectiveness. Using data from surveys of these HR executives as well as of managers of non-HR areas and the CEOs/business unit executives of these companies, the paper then analyses how the members of these various groups rated the effectiveness of the global HR function. The survey findings demonstrate that the global HR executives and the CEO/business unit executives rated the global HR function relatively high, while the executives in the other functional areas rated its effectiveness somewhat low. The relationship between the effectiveness of the global HR function and firm performance was also examined and revealed that three of the ten factors identified by t...

Action Learning: How the World's Top Companies are Re-Creating Their Leaders and Themselves

Abstract: Part One: Action + Learning = Change 1. The Action Learning Framework 2. Stories of Action Learning in Action: Three Types of Action Learning 3. Why Change? Rising to the Challenges of the New Business World Part Two: Putting Action Learning to Work 4. You Can't Buy Leadership: Transforming Leaders in Place 5. Growing Global Leaders 6. Breaking the Boundaries Between Functions and Business Units 7. Reconceptualizing the Business 8. Releasing Fresh Thinking and IndepAndent Action 9. For Companies to Learn to Change, People Must Learn to Change 10. Fusing Technology and the Business 11.Removing the Barriers Between Customer and Company 12. Reaching to the Future Resources A. RecommAnded Readings B. Action Learning Examples

Enterprise.Com: Market Leadership in the Information Age

Abstract: The Next Wave The Network-Centric Era and the Changing Workplace The Web: Forger of the New IT Economics The Web/Virtual Office-Based Era The Market-Facing Enterprise Knowledge Management: The Sustainable Competitive Edge Converging and Transforming Industries The Great American Economic Surprise The Race for Global Leadership The Challenges Ahead.

The effect of global leadership on purchasing process outcomes

Abstract: This study examines the effects of transformational and transactional leadership behaviors on cycle time, customer orientation, and relationship commitment in the purchasing process of a multinational services organization. The focus is on the activities and relationships between the international strategic business units (SBUs) and the corporate buying center leadership of the organization. Based on a sample of 346 SBUs and a series of 11 case studies, the results suggest that frequent and infrequent SBU users differ somewhat in the leadership behaviors preferred as determined by the effects on the three purchasing outcomes. The paper concludes with a discussion of the results and the implications for future research endeavors on global leadership in purchasing.

Did You Hear?: Global Leadership in Charity's World

Abstract: Forty-one women have become president or prime minister of their country in the past four decades, more than 60% of whom have come to office in the last 8 years. What are these women bringing to th...

Culture Specific and Cross-Culturally Generalizable Implicit Leadership Theories: Are Attributes of Charismatic/Transformational Leadership Universally Endorsed?

Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.

Information Technology, Culture, and Learning at Federal Express

Abstract: In a little over two decades, the Federal Express Corporation has grown from a startup in the overnight package delivery business to a $9 billion global leader in the industry. How has FedEx achieved such success? The following case study finds that while leadership in information technology innovation has been central to FedEx's success, attention to the diversity of both organizational and global cultures as well as organizational learning have helped to provide a foundation for long-term viability in the global marketplace.

Executive Development and Organizational Learning for Global Business

Abstract: Contents About the Editors * Contributors * Introduction: Seven Imperatives for Executive Education and Organizational Learning in the Global World * Think and Act Globally * Become an Equidistant Global Learning Organization * Focus on the Global System, Not Its Parts * Develop Global Leadership Skills * Empower Teams to Create a Global Future * Make Learning a Core Competence for Your global Organization * Regularly Reinvent Yourself and the Global Organization * PART I: GLOBALIZATION AND LEARNING * Chapter 1. Anticipatory Learning for Global Organization * The Organizational Learning Imperative * All Learning Is Not Equal * The Organizational Learning Matrix * Forecasting versus Creating the Future * From the Forecasted Future to the Invented Future * Summary and Conclusion * Chapter 2. Do Cultural Differences Make a Difference? Contextual Factors Affecting Cross-cultural Relationship Success * In Search of Cultural Differences * The Foreign Acquisitions Study * Culture versus Context as an Explanatory Factor * Contextual Factors as Key Determinants of Cross-Cultural Relationship Success * The Negative Side of Cross-Cultural Interaction: Threat and Prejudice * The Attribution of Organizational Problems to National Culture * Conclusion * Chapter 3. Managing Globally Competent People * Transnationally Competent Managers * The Globalization of Business: Strategy, Structure, and Managerial Skills * Transnational Human Resource Systems * Today's Firms: How Transnational? * Illusions and Recommendations * Chapter 4. Creating a High-Performance International Team * Establishing the Context of the Growing Number of International Teams * Creating and Managing an International Team * Managing the Geographical Distances Managing Globally Competent People * Creating a High Performance International Team (Sue Canney Davison) * Establishing the Context of the Growing Number of International Teams * Creating and Managing an international Team * Managing the Geographical Distances * Working Within the Team * PART II: DEVELOPING THE GLOBAL EXECUTIVE * Chapter 5. Selecting Training Methodology for International Managers * A Model for Managerial Training for International Assignments * A Theoretical Base for Training Methodology * Management Development Methods * Developing Cognitive Competencies * Developing Behavioral Competencies with Experiential Methods * Developing Performance Competencies * Summary and Case Application of the Training Model * Recommendations for future Research * Chapter 6. Creating Scenarios and Cases for Global Anticipatory Learning * Review of Anticipatory Learning Program Issues * Scenario Planning * Cases * Conclusion * Chapter 7. A Culture-General Assimilator: Preparation for Various Types of Sojourns * Introduction * Rationale for Materials Development * The Culture-Assimilator Format * Learning the Ropes * The Themes Around Which the One Hundred Incidents Were Developed * Uses for Culture-General Assimilator * Conclusion * Chapter 8. Action Learning: Executive Development of Choice for the 1990s * What Is Action Learning? * Traditional Approaches to Action Learning * Unique Action Learning Adaptations * Summary * Chapter 9. Case Studies of International Management Development * Needs Analysis for International Training * Program Design and Development * Training for Trainers * Cultural Awareness * International Negotiation * Consulting in a Multicultural Environment * Communication in a International Context * Expatriate Preparation * Managing Internationally * An Application by ICM Management Training in Russia: Traps and Gaps * PART III: DEVELOPING THE LEARNING ORGANIZATION * Chapter 10. Systems Dynamics and Anticipatory Learning * Examples of Microworlds

Creating British Global Leadership: The Liberal Trading Community from 1750 to 1792

Abstract: This paper explores the process by which Great Britain rose to a position of global leadership in the 1800s. It examines the critical period from 1750 to 1792 when Great Britain moved from global leadership based on colonial/mercantile power to leadership based on industrial/commercial power. I hypothesize that the roots of the Pax Britannica of 1815-1873 have their source in the emerging liberal trading community created by the British in the fifty years before the Revolutionary and Napoleonic Wars. This coalition of states was created around a dominant new idea (economic liberalism) based in the distribution of positive benefits from inclusion in the community, and intended to provide an innovative solution to the problems of international political economy created by the burgeoning industrial revolution. The community was created through the actions of successive British governments throughout the period, and served as the basis for the British-led coalitions which emerged victorious from the global wars of 1792 to 1815. This case study helps answer important questions about how Great Britain was able to move from one period of global leadership to another, and on a more general level provides some insights into the role coalition-building plays in attaining and exercising global power.

The North Pacific Triangle: The United States, Japan and Canada at Century's End

Abstract: The emergence of a significant new partnership involving Canada, Japan, and the United States has been largely ignored by students of international relations and Canadian foreign policy. This collection, written by scholars and policymakers from the countries involved, explores the evolving alliance and illustrates its growing strength in a collective global leadership. The papers examine the three market-oriented democracies in their changing roles toward each other and show how they have moved beyond their separate, special, bilateral relationships into a dynamic three-way engagement. Their intersections in trade, investment, business negotiations, peacekeeping, and environmental affairs are analyzed from a range of perspectives, including political science, management studies, economics, geography, and history. A powerful view unfolds: in the context of a rapidly globalizing economic system, this new triumvirate can only continue to strengthen and flourish, adding its influence to the creation of a new world order.

Kuwaiti Managers' Perceptions of the National Competitiveness of the U.S., Germany, and Japan

Abstract: In international business, the customers' perception is vital for marketing and strategic planning. This study is designed to address the perceptions of managers in Kuwait of the national environments of Japan, Germany, and the U.S. and the prospect of global leadership for each nation. Sixty‐four major Kuwaiti firms participated. The results indicate that Japan is perceived to offer the most conducive business environment for effective global competition. In addition, participants believe that Japan will surpass the U.S. economically and technologically in the near future. Nevertheless, the results show that U.S. based firms are perceived to be more adaptable to changing world conditions and that they do a better job of attracting the best human resources than German or Japanese based firms.