Showing papers on "Global Leadership published in 2001"

From Global to Metanational: How Companies Win in the Knowledge Economy

Abstract: From the Publisher: Becoming a global company once meant penetrating markets around the world. But the demands of the knowledge economy are turning this strategy on its head. Today, the challenge is to innovate by learning from the world . This book provides a blueprint for companies ready to embrace this new globalization challenge. In From Global to Metanational , international business and strategy experts Yves Doz, Jose Santos, and Peter Williamson introduce a radically different kind of company-the metanational-defined by three core capabilities: being the first to identify and capture new knowledge emerging all over the world; mobilizing this globally scattered knowledge to out-innovate competitors; and turning this innovation into value by producing, marketing, and delivering efficiently on a global scale. The authors explain why traditional global strategies are no longer sufficient to differentiate leading competitors, what the knowledge economy means for managers, and why opportunities to leverage globally dispersed knowledge are growing. Most important, they outline exactly how managers can build a metanational advantage for their own organizations by: * Prospecting for and accessing untapped pockets of technology and emerging consumer trends from around the world * Leveraging knowledge imprisoned in a multinational's local subsidiaries * Mobilizing this fragmented knowledge to generate innovations, profits, and shareholder value Drawing from the experiences of pioneering metanationals including STMicroelectronics, ARM, Acer, Nokia, Shiseido, and PolyGram, the book shows how today's multinationals can use their existing global networks to gain an important head start in the global game-and how newcomers can leapfrog traditional competitors by rapidly building a new-style metanational corporation. Must-reading for every leader-from the CEO of a new global venture, to the executive of a currently successful multinational, to the founder of an e-business startup getting ready to "go global"-this pathbreaking book shows how to reshape strategies to compete and win in the global knowledge economy. "From Global to Metanational brings fresh insights to the management of multinational enterprise in today's knowledge-intensive economy. Moving beyond the traditional view of promoting international expansion to win market access, this thoughtful yet practical book describes the next level of how companies must compete in the global arena. Written by three of the world's leading thinkers in the field of international management, this book will change the thinking of executives and scholars alike." —Christopher Bartlett, Daewoo Professor of Business Management and Chair of the Program for Global Leadership, Harvard Business School Author Biography: Yves Doz is Timken Professor of Global Technology and Innovation at INSEAD. Jose Santos is Professor of International Management at INSEAD. Peter Williamson is Professor of International Management and Asian Business at INSEAD's Euro-Asia Centre.[EBK1]

Introduction to the Special Issue on Leadership and Culture in the Middle East

Abstract: This Special Issue on ‘‘Leadership and Culture in the Middle East’’ focuses on values and practices as well as effective leadership attributes that are widely shared in Middle Eastern societies. National boundaries are utilised to approximate societal culture and leadership preconceptions. Data collected from four Middle Eastern nations (Iran, Kuwait, Turkey, and Qatar) form the basis of the articles in this Special Issue. Furthermore, at least part of the data collected in these four societies is composed as part of the GLOBE (Global Leadership and Organisational Behaviour Effectiveness) project. A review of the literature shows that there is scarce knowledge on societal and organisational culture and leadership practices in Iran, Kuwait, Turkey, and Qatar. In this respect, this forum would be an important document for providing information on societal and organisational norms and practices, and leadership attributes that are perceived to be effective in this region of the world. The first paper in this collection, entitled ‘‘Project GLOBE: An Introduction’’, is written by Robert House, Mansour Javidan, and Peter Dorfman. It provides an overview of the GLOBE project, a unique and large scale study of leadership and culture in 61 nations. GLOBE examines the interrelationships among societal culture, organisational culture, and organisational leadership using multiple methodologies. The constructs, objectives and the model utilised in the GLOBE project are described in this manuscript. Ikhlas A. Abdalla and Moudi A. Al-Hamoud wrote the second paper entitled ‘‘Exploring the Implicit Leadership Theory in the Arabian Gulf States’’. This article on the Arab culture focuses on quantitative and

Integrity and Global Leadership

Abstract: This paper addresses the role of integrity in global leadership. It reviews the philosophy of ethics and suggests that both contractarianism and pluralism are particularly helpful in understanding ethics from a global leadership perspective. It also reviews the challenges to integrity that come through interactions that are both external and internal to the company. Finally, the paper provides helpful suggestions on how global leaders can define appropriate ethical standards for themselves and their organizations.

Developing Global Leadership Competencies

Abstract: Executive Summary This paper documents the intense need for greater global leadership competencies in American and Chinese business leaders. The paper also explores some of the cultural and philoso...

A serendipitous sojourn through the global leadership literature

Abstract: In a search for the meaning of global leadership, we use the metaphor of a sojourn. We travel into six areas of the literature: strategy, cross-cultural research, expatriation, competencies, leadership and adult learning. We draw from our visit to each literature its perspective on global leadership and then step back to reflect on the lessons of our sojourn — what we learned about the literature of global leadership and what we learned about global leadership itself. We learned that the literature is vast and ever expanding and too often uses a single methodology. However, common themes emerge. With a few exceptions, the literature is engaging, and tempts one to take side trips and explore back roads. We found many answers to the riddle of global leadership, both in definitions and in competencies, and we gained an appreciation for the complexity and ambiguity of international work. We answer the “favorite place” question and conclude, after all, that the mystery of global leadership remains unsolved.

From Boston to Beijing: Managing with a World View

Abstract: THINK GLOBALLY-- MANAGE SUCCESSFULLY. The corporate world is no longer defined by national boundaries. Business today is global and managers at every level, in all countries, must know how to work with colleagues around the world in ways that support both business needs and individual societal norms. FROM BOSTON TO BEIJING breaks down the conceptual, theoretical, and practical boundaries limiting the ability to understand and work with people in countries around the world. It challenges readers to go beyond parochialism and to see the world from a global perspective. FROM BOSTON TO BEIJING tells: How countries vary and how people recognize, manage, and effectively use cultural variance within their own work environments in support of their goals. How to manage in a multicultural work environment, particularly how to lead, motivate, and make decisions from a global perspective. How to manage employees moving into and out of new environments, including such issues as cultural shock, adjusting to new countries, returning to the home country, transition issues from the spouse's perspective and more. Nancy J. Adler is Professor of International Management in the Faculty of Management of McGill University, Montreal, Canada. She received her B.A., M.B.A., and Ph.D. in management from the University of California at Los Angeles. She consults to private corporations and governments throughout the world on strategic international human resource management, global leadership and other multicultural management issues. She is author of three books, over 100 articles and has served on the Board of Governors of the American Society for Training and Development (ASTD) and numerous other committees of organizations around the world.

Europe, the Necessary Partner

Abstract: For all the Republican rhetoric about a more "Americanist" approach to foreign policy, the United States needs partners in global diplomacy. Unilateral decisions carry costs. Even if they are successfully imposed on foreign states, they build up resistance to cooperation in other areas where U.S. interests are at stake. Multilateral leadership requires negotiation and compromise with partners who respect American leadership and whose contributions American policymakers respect. Americas most dependable partners are the democracies in Europe, collectively organized through the European Union (eu) and nato. With economic and political reform in Japan still blocked, and with the Association of Southeast Asian Nations weakened by the 1997 financial crisis and incomplete democratization, Europe remains the indispensable partner without which American global leadership becomes unilateral. Transatlantic relations in the last decade have centered on redefining the U.S.-European partnership for the post-Cold War world. The most striking characteristic of the relationship today, however, is continuity rather than change. The gloomy predictions of American realists? that Europe without the two controlling superpowers would dissolve into anarchy?have proven entirely mistaken. Nato not only has sur vived but has developed new tasks and attracted new members.

Developing global leaders: To hold on to them, let them go!

Abstract: “It has become impossible for me — or for any one individual — to know everything that needs to be known about all the changes in market conditions, products, manufacturing, and distribution for each country or region. So, in the final analysis, you have to find the right people for the right problems — and then trust them to take the right actions.” Interview quote from Hay/McBer International CEO Leadership study (McBer & Company, 1995).

Major challenges of global leadership in the twenty-first century

Abstract: (2001). Major challenges of global leadership in the twenty-first century. Human Resource Development International: Vol. 4, No. 1, pp. 9-19.

Overcoming time and distance: International virtual executive teams

Abstract: Here in the early days of the 21st century, we are hearing those voices around us, which long for the return of the charismatic, individualistic leaders of earlier times. Where are the so-called “leaders of men,” the giants of politics and industry who can safely show us the way? We used to be able to recognize them more easily; they stood tall, took little heed of other people's opinions, and spoke authoritatively like him-who-is-tobe-obeyed. But somewhere around New Year's 2000 (or was it earlier?), these titans seem to have become less individualistic. Leadership today seems to be more of a combination of great minds rather than any single intellect. We have come to realize that leaders simply do not and cannot stand alone. In his book, Organizing Genius, Warren Bennis (1997) titles the first chapter “The End of the Great Man” and argues that the day of the individualistic, charismatic leader is now past: The myth of the triumphant individual is deeply ingrained in the American psyche.... In our society leadership is too often seen as an inherently individual phenomenon. And yet we all know that cooperation and collaboration grow more important every day. A shrinking world in which technological and political complexity increase at an accelerating rate offers fewer and fewer arenas in which individual action suffices. Recognizing this, we talk more and more about the need for teamwork (p. 1). The vastness and complexity of the task in the new century now requires leaders to see far beyond their own individual perspectives, no matter how wise or impressive they may have seemed. To add to Bennis' technology and political complexity, Moran, Harris and Stripp (1993) add culture, rapid change and the shifting nature of work: The human family and global business in particular are increasingly intercultural and interdependent. We are in passage from a work culture that conditioned most of us when the Industrial Revolution recast our physical world and reality through mechanization, quantification, and consolidation. We are in transit to a Knowledge Society, dominated by high technology and information processing, a culture marked by mediation (describing and interpreting our world), by simulation and virtual reality (VR), and by circularity (events whipping around us, interacting and shaping experiences). In these circumstances, between epochs, everything we do is cross-cultural and dynamic. (pp. 10–11). This chapter will focus on what happens to business leadership in an environment like that just described. Clearly the “triumphant individual” is rare, organizational hierarchy is being flattened, team process takes center stage, globalization makes organizations and teams international, and the various electronic communication media become the environment of the new reality. The approach of this chapter will be, first, to examine some of the issues of virtual teams — the challenges, problems and solutions, payoffs, technology, and the array of human, economic, political and even philosophical issues they raise. Secondly, we move to an analysis of three areas of difficulty that face global leadership in the virtual environment: culture, trust and collaboration. As part of this analysis, we suggest strategic approaches for executives to employ in order to solve and preempt some of these problems. The emergence of “virtual teams” (VT) has become one of the hottest topics in business management literature. And in that literature the subject of leadership comes up often. When it does, however, it is much more likely to discuss middle managers and team members. What this literature does not talk about much is what goes on with executives in the new virtual environment of global teams. On one hand, Bennis' “triumphant individual” is passes on the other hand, executives are still around and functioning as the top leaders of organizations. Although we shall see that most of the research and writing on virtual teams has been done on teams that operate deeper in the organization, it is nevertheless true that senior leaders of international organizations must also collaborate in a virtual environment. The collective knowledge of executive leadership teams plays itself out in a virtual, mediated environment to set the direction and strategy of the entire enterprise. These executive virtual teams may find the challenges of time and space to be even greater, with attendant increases in peril to the organization. We want to look carefully and strategically at the needs and challenges facing executive teams who utilize electronic media to run international businesses from widely scattered locations. Our concern is with the international virtual executive team (IVET).

The Links of Public Health and Economic Development

Abstract: I am really grateful to have the chance to spend an hour with you to talk about a subject of enormous importance. I am particularly gratified to be in London because so much of the global leadership on tackling the links between public health and economic development in the developing world originates in the UK - with its grand and esteemed tradition of leadership in science and in public health. I hope that after this evening I can bring back home to the USA some of that global leadership and transmit it to Washington! When I look down the list of attendees this evening, at both the remarkable individuals and at the number of leading institutions represented here, it makes me especially proud and honoured to be with you. You may wonder why a macroeconomist is here to talk to you about public health? After all, for most of my academic life I was involved with setting exchange rates, liberalizing trade, or trying to help end hyperinflations. It is really only in the past five years that I have come to understand in some detail the importance of the topic tonight.

Advances in global leadership: The women's global leadership forum

Abstract: How prepared are CEOs to recognize that their global competitiveness depends on including the most talented people in the world on their executive team, women as well as men? As global competition intensifies, the opportunity cost of traditional male-dominated leadership patterns has escalated. The question is no longer, “Will the pattern of male-dominated leadership change?” but rather, “Which companies are taking advantage of new trends and which are falling behind? Which strategies are proving most effective in moving the best people - women and men - into senior leadership positions?” This chapter describes one major multinational's experience in creating an organizational change process, led by the CEO, designed to move the most talented women from around the world into the company's previously all-male senior executive positions. The overall goals for the organizational change process were to increase the company's global competitiveness; develop the global leadership skills of the company's most highly talented and senior women; create an internal network among the company's women leaders; and develop both global and local recommendations for enhancing the company's ability to support the career advancement and success of an increasing number of highly talented and senior women. The chapter describes the organizational change process leading up to the Women's Global Leadership Forum (including the results of a company-wide survey), the design for the Women's Global Leadership Forum itself, the recommendations implemented by the company following the Forum, and the cross-cultural lessons learned in working with senior and highly talent women from around the world.

Alliance leadership: Template for the future

Abstract: The premise of this chapter is the following: strategic alliances offer the kind of organizational context that encourages a new kind of leadership and the attributes of effective alliance managers today are the foundational characteristics of global leaders of the future. Drawing on extensive field research as well as work with companies, we examine the alliance context and the challenges it offers to managers. We describe those leadership challenges, and detail both the actions and behaviors required of effective alliance managers and the cognitive characteristics that seem to distinguish them from other line managers. We end with some concrete suggestions about grooming alliance managers, albeit leaders of the future.

Globalization : the internal dynamic

Abstract: Preface (L. Hannah). Acknowledgements. Editorsa Introduction (P. Kirkbride & K. Ward). Globalization: Where is Your Organization Today? (P. Kirkbride, et al.). Designing Global Organizations (K. Ward). Managing Across Cultural Divides: Is it Really a Problem? (P. Kirkbride & R. Westwood). Organizational Change in the Global Company: Is It any Different? (P. Kirkbride). Let Me Learn! A Challenge to the Global Organization (S. Khan). Building a Global E--Learning Environment (C. Redman & A. Ettinger). Working in Complex Teams: Are you Building Global Capability or Destroying it? (K. Ward). Developing Global Leaders (Stefan Wills). Leadership and The Global Organization (P. Hodgson & R. White). Gripping the Road to Globalization: Developing Leadership Competencies at Pirelli (P. Kirkbride). Appendix A: Global Organization Diagnostic Questionnaire. Appendix B: Global Organization Model Scoring Sheet. Appendix C: Global Organization Model Results Sheet. Author Biographies. Index.

The Grand Strategic Context

Abstract: In today’s increasingly interdependent world, the process of global-ization—open societies, open technologies, and open markets—is producing effects that are both good and bad; globalization is giving us both progress and problems 4 Globalization itself is not new. As a his-torical process, it has been occurring for a long time. However, in this age of information technology, globalization is proceeding at an unprece-dented speed, which is in turn changing the very nature of world politics by increasing the vulnerability of states and peoples to distant threats.5

The Use of a Cultural Inventory in Global Leadership Training

Abstract: This interactive session at the Leadership Without Borders: Developing Global Leaders conference in April 2001 focused on leadership training in a multicultural context. The specific inventory discussed, the Culture in the Workplace QuestionnaireTM, was also provided to participants in the conference online on six computers made available in the Cybercafe. Some of the participants were able to bring their own printout of this Questionnaire; others used a selfscoring version provided at the workshop. Overall, the session utilized discussion and exercises to promote active consideration of the role of this Questionnaire, and other inventories similar in purpose, in providing programs to employees and staff engaged in working with culturally different colleagues. The final exercise involved participants working in groups to design leadership development and training programs using cultural inventories.

Vision Quest Thinking for Creating Career Development E-Paradigms via Electronic Networked Communities: Building Competencies and Skills at the Rate of Imagination for Global Leadership for Improving Quality of Life.

Abstract: This paper focuses on career development for next waves of competent leaders and technically trained workers during e-globalization, one of the most difficult challenges advanced nations face It contains four sections First, the paper begins with a brief discussion about Vision Quest (VQ) as a technique within strategic planning, focused primarily on economic and technological variables Second, an example is briefly described that builds upon advances in science focused on quality of life and for which electronically networked communities for career development could be in an ideal preferred scenario Third, brief comments are made about "bright light ideas" resulting from a preliminary analysis of "Preparing Tomorrow's Teacher To Use Technology" (PT3) projects and a few related activities Fourth, conclusions with recommendations are presented for five topics: career development in formal education in traditional format; career development e-paradigms; VQ to create career development in electronically networked communities format; student technology assistants; and human resources development (Contains 11 references) (YLB) Reproductions supplied by EDRS are the best that can be made from the original document VISION QUEST THINKING FOR CREATING CAREER DEVELOPMENT E-PARADIGMS VIA ELECTRONIC NETWORKED COMMUNITIES: BUILDING COMPETENCIES AND SKILLS AT THE RATE OF IMAGINATION FOR GLOBAL LEADERSHIP FOR IMPROVING QUALITY OF LIFE