Showing papers on "Global Leadership published in 2000"

Developing a global leadership model

Abstract: Much of the challenge of developing more and better global leaders has fallen on human resource managers who have largely been oriented to domestic leadership models. This article reviews the latest thinking on global leadership and presents a framework for developing company-specific competency models. By embracing a systematic approach to structuring a global leadership competency model, human resource managers can have a huge impact on the globalization of their companies. The article also suggests where additional research can contribute to the understanding of how cultural leadership differences can best be dismantled as companies move along the path to globalization. © 2000 John Wiley & Sons, Inc.

Globalisation of tobacco industry influence and new global responses

Abstract: The globalisation of tobacco marketing, trade, research, and industry influence represents a major threat to public health worldwide. Drawing upon tobacco industry strategy documents prepared over several decades, this paper will demonstrate how the tobacco industry operates as a global force, regarding the world as its operating market by planning, developing, and marketing its products on a global scale. The industry has used a wide range of methods to buy influence and power, and penetrate markets across the world. It has an annual turnover of almost US$400 billion. In contrast, until recently tobacco control lacked global leadership and strategic direction and had been severely underfunded. As part of moving towards a more sustainable form of globalisation, a global enabling environment linked to local actions should focus on the following strategies: global information management; development of nationally and locally grounded action; global regulation, legal instruments, and foreign policy; and establishment of strong partnerships with purpose. As the vector of the tobacco epidemic, the tobacco industry's actions fall far outside of the boundaries of global corporate responsibility. Therefore, global and local actions should not provide the tobacco industry with the two things that it needs to ensure its long term profitability: respectability and predictability.

Global leaders are team players: Developing global leaders through membership on global teams

Abstract: Global teams today make an increasing number of decisions in multinational organizations, addressing challenges broad in scope and critical to performance. An additional role of global teams is discussed here—providing ideal training for future global leaders. After reviewing the knowledge and skills global leaders need, the article describes three group processes for global team effectiveness: mapping, bridging, and Integrating. The effective global team as a rich context for developing global leadership knowledge and skills is then explored. Specific ways in which human resource managers can support global teams to maximize both team performance and global leadership development are identified. © 2000 John Wiley & Sons, Inc.

Leveraging travel as a tool for global leadership development

Abstract: Short-term business travel is an underutilized method for developing some of the skills that are necessary to be a global leader. International business travel can place executives in situations where they can develop global mindsets; however, most executives cocoon themselves during international trips and wind up wasting opportunities to enhance their global skills. When properly designed, international business travel can be leveraged as a strategic management development tool. Throughout the article, case examples are given to illustrate how international travel can aid in developing global leadership skills. © 2000 John Wiley & Sons, Inc.

Global and Transnational Business: Strategy and Management

Abstract: Preface to the second edition. Acknowledgements. PART I. 1. Strategic and Management Issues in Global and Transnational Business. PART II. 2. From National Culture to Global Vision. 3. Analysis of the Global Business. 4. Analysis of the Competitive Environment. 5. Analysis of the Global Macroenvironment. PART III. 6. Global and Transnational Strategy. 7. Global and Transnational Market--servicing Strategies. 8. Global Production and Logistics Management. PART IV. 9. Global Leadership and Strategic Human Resource Management. 10. Global Technology Management. 11. Global and Transnational Marketing Management. 12. Global Financial Management. 13. Organizational Structure and Control in Global and Transnational Business. 14. Managing Global Mergers, Acquisitions and Alliances. 15. Global Business -- Present and Future Trends. Appendix 1: McDonald's and Its International Expansion. Appendix 2: Nike Inc. Index.

Developing Global Business Leaders: Policies, Processes, and Innovations

Abstract: Preface New Perspectives on Global Leadership Development by Mark Mendenhall Current MNC Global Leadership Development Policies and Practices International Assignments and Careers as Repositories of Knowledge by Allan Bird The Effects of IHRM Strategies on Global Leadership Development by Marion Festing The German Approach to Developing Global Leaders via Expatriation by Torsten Kuhlmann Global Leadership: Women Leaders by Nancy J Adler Internationalizing Managers: Comparative Strategies of US, Japanese, and European MNCs by Gary Oddou, Hal Gregeresen, J Stewart Black, and J Brooklyn Derr Processes Critical to Global Leadership A Model of Expatriation Acculturation: Factors Predicting Adjustment and Performance by Zeynep Ayean The Quest for Transformation: The Process of Global Leadership Development by Joyce Osland A Model of Multinational Work Group Processes and Effectiveness by Martha Maznevski and Lena Zander Synergy Effects in Multinational Composed Work Groups: What We Know and What We Don't Know by Siegfried Stumpf and Ulrich Zeutschel Extending Functional Practices in Global Leader Development Using Assessment Centers as Tools for Global Leadership Development: An Exploratory Study by Gunter Stahl International Teambuilding: Issues in Training Multinational Work Groups by Alois Moosmuller, Erika Spieb, and Astrid Podsiadlowski The Role of Intercultural Communication in Effective Global Leadership: Implications for Cross-Cultural Training Programs by Bernd Muller-Jacquier and Ellen Whitener Developing Effective Repatriation Policies and Practices: The Forgotten Function in IHRM by Paula Caligiuri and Mila Lazarova Conclusion Future Issues in Global Leadership Development by Nancy J Adler, Ed L Miller, and Mary Ann Von Glinow

Developing the global leaders of tomorrow

Abstract: To achieve aggressive growth goals, many global companies are increasingly recognizing the importance of developing leadership talent—those individuals who demonstrate the ability to become the company's future senior executives. This article focuses on the efforts of one $8 billion consumer products company that has proven itself a leader in global leadership development. It describes how the company is developing its leaders around the world. In-depth observations were made over a period of several years, during which time the author served as both an inside participant in the decision making process and an outside observer of the company's progress. © 2000 John Wiley & Sons, Inc.

Global literacies : lessons on business leadership and national cultures : a landmark study of CEOs from 28 countries

Abstract: Throughout the world, business executives ask themselves the same questions: How can I thrive in a new global marketplace? How can I apply my own experiences, personal, professional and cultural, in working with customers, suppliers, and competitors? What are the assets, and liabilities, of any national enterprise? Dozens of books and hundreds of articles have attempted to explore these key issues, but GLOBAL LITERACIES is the first to do so in a verifiable way. Using the exclusive results of a worldwide consulting firm survey of more than 3,000 leading business executives by Watson Wyatt, Robert Rosen produces the first model of the 'global leadership universals' critical for world-class excellence. Incorporating face-to-face interviews with more than seventy of the world's best known CEOs, including Sir Peter Bonfield, Chairman of BT, as well as short, sophisticated profiles of twenty-two national cultures, this book of insights and lessons is groundbreaking work on a hot subject.

High impact training: Forging leaders for the global frontier

Abstract: Global leaders can be "made", but it takes a training approach that is as serious and sophisticated as the global world these individuals are being asked to lead in. Fundamentally, global leaders require training programs that will help them radically redraw their provincial mental maps into global ones. In this article, we outline the key ingredients of successful global leadership training programs. © 2000 John Wiley & Sons, Inc.

Malaysian Culture and the Leadership of Organisations: A GLOBE Study

Abstract: Leadership behavior significantly influences the performance of companies and the motivation of people. However, much of our knowledge regarding the characteristics of effective leaders is based on research carried out in Western countries. To redress this imbalance, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program was set up in the early 1990s to investigate leadership behaviors in over 60 countries around the world, including Malaysia. Much cross-cultural research focuses on identifying differences between cultures. In contrast, the results of the GLOBE research indicate that a number of attributes associated with charismatic/transformational leadership are universally endorsed by all cultures as contributing to outstanding leadership. This paper will describe aspects of Malaysian leadership behaviors, identifying their traditional roots while placing them in the context of GLOBE findings. As Malaysia moves from a commodity-based economy to one based on sophisticated industrial and technological export industries, Malaysian leaders are seeking to develop a more international leadership style, but one rooted in fundamental tenets of Malaysian society. 1 The Malaysian GLOBE data were collected by Zakaria bin Ismail (UKM), Norma Mansor (UM), and Nik Rahimah Nik Yacob (UKM)

The women's global leadership forum: Enhancing one company's global leadership capability

Abstract: Will women become leaders in the increasingly global world of the twenty-first century? According to many Chief Executive Officers (CEOs), promoting the best people—whether male or female—into senior leadership positions is a strategic necessity if their companies are to succeed, let alone prosper. This article describes the commitment that one major multinational's CEO made to moving women from around the world into the most senior leadership positions. It describes an organizational development process, led by the CEO that included a targeted survey of both male and female executives, convening a 4 1/2-day Global Leadership Forum, and actively changing the organization based on recommendations generated at the Forum. © 2000 John Wiley & Sons, Inc.

The role of training in developing global leaders: A case study at TRW Inc.

Abstract: One of the first tools human resource managers turn to in meeting the challenge of developing global leaders is formal executive development. TRW, a leading company in automotive, aerospace, and information systems, provides an interesting case study of how a U.S.-based organization has dealt with the challenges of globalizing top managers. In 1996, TRW launched its global leadership program by combining U.S.-based classroom teaching with real life learning experiences from often uncomfortable locations around the world. This article reviews TRW's experience with this program and offers important insights for others contemplating designing and delivering a systematic global leadership development program. © 2000 John Wiley & Sons, Inc.

Globalization of Business: Practice and Theory

Abstract: Contents * Preface and Acknowledgments * Chapter 1. The Theory and Practice of Globalization * Globalization Aspects * Definition of Globalization * Approaches to Globalization * Theories of Globalization * Chapter 2. Global Business Environment * Liberalization * Trade * Foreign Direct Investment * Financial Market * Beyond the Economic Crisis * Political and Social Environment * Political Aspects * Globalization and the Nation-State * Population, Poverty, and Health * Chapter 3. Globalization Discourse * Typology of the Current Discourse * Beyond Self-Delusion * Dominant Issues * Facing the Challenge * Issues for Concern * Chapter 4. Globalization Dimensions * The State of the Literature * Trade Dimension * International Relations * Developing an Integrated Approach to Globalization * Method * Findings * Chapter 5. Globalization and Regionalism * Regionalism: Conditions and Assumptions * Conditions for Successful RTPs * Prospects for a Healthy Regional Trade Pacts * From Global Pillage to Global Village * Chapter 6. Global Corporations * Significance of Modern Firms * A Global Firm: A Definition * What is a Global Company? * Making Globalization Work * Benefits of Being Global * Chapter 7. Structuring Global Organizations * What is Organizational Structure? * Approaches to Organizational Structure * Structure in Practice * Chapter 8. Global Strategies * Strategy Perspectives * Evolution of Strategic Objectives and Approaches * Chapter 9. Globalization and Competitiveness * Changing the Competitive Landscape * National Competitiveness * Firm Competitiveness * Staying Competitive * Chapter 10. Global Managers * Management Qualities * Scholars' Perspective * Practitioners' Perspective * Confronting Myths * The Manager's Role * International Relations and Cooperation * Who is the Global Manager? * Chapter 11. Global Leadership * Necessity of Global Leadership * Jockeying for World Leadership * Possible World Power Rivals * The Nature of Global Conflict * The U.S. Role * Hegemony and Leadership * Global Leadership in the Twenty-First Century * Chapter 12. Global Backlash * Sources and Nature of Global Backlash * Unit of Analysis * Minimizing the Backlash * Bibliography * Index * Reference Notes Included

The DNA of global leadership competencies

Abstract: In this article, the author challenges those charged with identifying and developing global leaders to go beyond fads, trends and the "art" of leadership to find the science. An overview of the theories that have influenced our perspectives on leadership is presented first. Assumptions that have been supported by research are then presented indicating virtual DNA structures that may be the source of global leadership competencies. The article also describes two distinct themes represented in global leadership competency. © 2000 John Wiley & Sons, Inc.

Leadership attributes and cultural values in Australia and New Zealand compared: An initial report based on "globe" data

Abstract: This paper reports a comparative study of Australian and New Zealand leadership attributes, based on the GLOBE (Global Leadership and Organizational Behavior Effectiveness) program. Responses from 344 Australian managers and 184 New Zealand managers in three industries were analyzed using exploratory and confirmatory factor analysis. Results supported some of the etic leadership dimensions identified in the GLOBE study, but also found some emic dimensions of leadership for each country. An interesting finding of the study was that the New Zealand data fitted the Australian model, but not vice versa, suggesting asymmetric perceptions of leadership in the two countries.

Global leadership in C-commerce

Abstract: To connect and present a unified view of all product information for all participants in a product’s life cycle using the Internet and related technologies. These technologies tie together product design, sourcing, sales, marketing, field services and customers. To efficiently produce an innovative, quality product more rapidly and within a market-driven time frame of opportunity Aberdeen Group (6100)

Wisdom of the CEO: 29 Global Leaders Tackle Today's Most Pressing Business Challenges

Abstract: Globalization amidst Rapid Change: Developing an Aggressive Strategy. Growth: Reinvention Is the Key. Shareholder Value: Refocusing on Meaning over Measures. Organization: The Pathways of Organizational Transformation. E-business. Disruptive Technology and the Large Corporation. Innovation: New Ideas, Dangerous Ideas. Knowledge Management: Unifying Knowledge and Action. CEO Biographies. Index.

DaimlerChrysler: Global Leadership Development Using Action-Oriented and Distance Learning Approaches

Abstract: LEARNING has become, more than ever before, a key differentiator in the selection of tomorrow’s leaders. Management, today, has to survive in more complex, cross border business environments by finding and applying new business solutions rapidly. To learn better and faster than the competition is the main objective of corporate management programmes which help companies deliver to the market in a short time and provide innovative business solutions for a globalizing enterprise. ‘Work smarter not harder’ is the main challenge for future managers who aim to be ‘proactive instead of reactive’.

Promises to keep: Beijing and beyond. Interviews.

Abstract: During the 1995 UN Fourth World Conference on Women in Beijing governments agreed to advance womens rights eliminate violence against women and step up support of womens access to credit health care education and the political process. In this interview four leaders of the international womens movement give their appraisals of what the Beijing process has meant and how they plan to meet challenges that remain. The leaders are: Florence Butegwa founder and executive director of Associates for Change; Gita Sen economics professor and founding member of the steering committee for Development Alternatives with Women for a New Era; Charlotte Bunch director for the Center for Womens Global Leadership at Rutgers University; and Jocelyn Dow a businesswoman and founder of the Red Thread womens collective in Guyana. In general the women indicate that the conference has been a success in terms of involving a significant number of women worldwide. To meet the challenge of globalization leadership is a key issue in the movement.

Supporting International Health Policy: The Role of the Canadian Research Establishment

Abstract: A gap exists between health research and policy making in developing countries. Scientists often do not facilitate well the translation of research findings into policy while policy makers find it bard to identify research questions that are relevant to it. This paper outlines the context of health research in developing countries, the research needs and the obstacles to policy making in this international environment. The immediate challenge for academic researchers is to understand the policy environment and to strengthen the institutional arrangements required for a role in policy, inside and outside the university. Canadian universities and funding bodies also need to take steps to improve policy application in the developing countries: determining necessary policy support; identifying the right research products; creating the right research partnerships; and providing the right incentives for researchers. Global leadership in health is increasingly not just a matter of raw intellectual capac...

Global Engagement : How American Companies Really Compete in the Global Economy

Abstract: In this incisive book, a noted economist and specialist on global multinationals explains that most investors and policy makers don't understand how U.S. companies operate and compete in the world economy today. Trade and exports are the most popular forms of global engagement, but, as this book makes clear, foreign direct investment and the strategic utilization of foreign affiliates are the primary means by which U.S. firms compete in world markets. Successful U.S. global leaders are "insiders" in various markets around the world and do far more than serve foreign markets via exports. Only through understanding this more accurate "global engagement" will people have a true understanding of the global economy and today's business opportunities.-- In the tradition of Lester Thurow and Paul Krugman, Global Engagement explores how U.S. companies participate in the world economy-- While the United States is the world's largest exporter, sales of U.S. affiliates arc up to three times greater than exports in any given year-- Joseph P. Quinlan is regularly quoted in Business Week, Time, Barron's, and Investors Business Daily

Leadership under the microscope

Abstract: How would you run a global organisation, demonstrate inspiring leadership, keep up with technology and innovation, and produce satisfactory profits? In short, what qualities of leadership do today's top executives need and what constitutes the right global organisational framework to meet all commercial challenges, and foster loyalty and motivation? Leadership has become a hotly debated issue, which makes an exceptional study of three of today's business leaders and the type of organisation they run, of special interest. The three are Richard Branson of Virgin, Percy Barnevik when he was Chief Executive of ABB and David Simon, who ran BP before leaving to join the Government. The principal question is: can leadership really be defined? Where are the examples of outstanding leadership that make a difference? The most successful leaders, we are told by the highly respected authors of 'The new global leaders', simultaneously play two roles-one charismatic, the other architectural. In other words the first has the vision to energise, inspire and motivate; the second has the strategies to improve organisational design to draw the best out of people. The issue of power and retaining it versus sharing it is, the authors argue, what distinguishes great leadership from dysfunctional leadership.