Showing papers on "Global Leadership published in 2008"
Book•
07 Oct 2008TL;DR: To compete in the big emerging markets, multinationals must reconfigure their resources, rethink their cost structures, redesign their product development processes, and challenge their assumptions about who their top-level managers should be, the authors say.
Abstract: As they search for growth, multinational corporations will have no choice but to compete in the big emerging markets of China, India, Indonesia, and Brazil. But while it is still common to question how such corporations will change life in those markets, Western executives would be smart to turn the question around and ask how multinationals themselves will be transformed by these markets. To be successful, MNCs will have to rethink every element of their business models, the authors assert in this seminal HBR article from 1998. During the first wave of market entry in the 1980s, multinationals operated with what might be termed an imperialist mind-set, assuming that the emerging markets would merely be new markets for their old products. But this mind-set limited their success: What is truly big and emerging in countries like China and India is a new consumer base comprising hundreds of millions of people. To tap into this huge opportunity, MNCs need to ask themselves five basic questions: Who is in the emerging middle class in these countries? How do the distribution networks operate? What mix of local and global leadership do you need to foster business opportunities? Should you adopt a consistent strategy for all of your business units within one country? Should you take on local partners? The transformation that multinational corporations must undergo is not cosmetic--simply developing greater sensitivity to local cultures will not do the trick, the authors say. To compete in the big emerging markets, multinationals must reconfigure their resources, rethink their cost structures, redesign their product development processes, and challenge their assumptions about who their top-level managers should be.
489 citations
TL;DR: This paper describes accelerating development of programs in global health, particularly in North American academic institutions, and sets this phenomenon in the context of earlier programs in tropical medicine and international health that originated predominantly in Europe.
Abstract: This paper describes accelerating development of programs in global health, particularly in North American academic institutions, and sets this phenomenon in the context of earlier programs in tropical medicine and international health that originated predominantly in Europe. Like these earlier programs, the major focus of the new global health programs is on the health needs of developing countries, and perhaps for this reason, few similar programs have emerged in academic institutions in the developing countries themselves. If global health is about the improvement of health worldwide, the reduction of disparities, and protection of societies against global threats that disregard national borders, it is essential that academic institutions reach across geographic, cultural, economic, gender, and linguistic boundaries to develop mutual understanding of the scope of global health and to create collaborative education and research programs. One indication of success would be emergence of a new generation of truly global leaders working on a shared and well-defined agenda--and doing so on equal footing.
196 citations
01 Jan 2008
TL;DR: In this article, a collection of essays from architecture, Chinese studies, human rights, sports studies, information policy and media studies, law, and political science is presented to understand the ongoing struggles by which multiple entities such as the International Olympic Committee, the Beijing Organizing Committee (BOCOG), corporate sponsors, media organizations, human-rights organizations, and the Chinese Communist Party itself are seeking to influence and control the narratives through which these Games will be understood.
Abstract: Months before the Opening Ceremonies, in August 2008, it is clear that the Beijing Olympics are a significant media event. However, in contrast to traditional media events as defined by Daniel Dayan and Elihu Katz in their classic study, ""Media Events"", the Beijing Olympics are taking place in a very different global media environment. The dramatic expansion of media outlets and the growth of mobile technology have both changed the collective nature of media events and made it increasingly difficult to regulate and control their meaning. This is exemplified by the controversies that have defined the run-up to Beijing 2008. As many Western commentators have observed, the People's Republic of China is seizing the Olympics as an opportunity to reinvent itself as the ""New China,"" a global leader distinguished by economic power, a sophisticated technological infrastructure, environmental stewardship, and an improving human-rights record.But China's efforts to use the Olympics to position itself in the new century have been hotly contested by many global actors, including prominent human rights advocates. The essays in this collection survey these efforts to define the meaning of the Beijing Olympics from a variety of disciplinary and thematic perspectives. Bringing together a distinguished group of scholars from architecture, Chinese studies, human rights, sports studies, information policy and media studies, law, and political science, ""Owning the Olympics"" offers an accessible and sophisticated framework with which to understand the ongoing struggles by which multiple entities such as the International Olympic Committee, the Beijing Organizing Committee (BOCOG), corporate sponsors, media organizations, human rights organizations, and the Chinese Communist Party itself are seeking to influence and control the narratives through which these Games will be understood.""Owning the Olympics"" will be appeal to media professionals, policy analysts, and scholars from a variety of disciplines, including communications, East Asian studies, politics, and cultural studies.
117 citations
TL;DR: In contrast to the US and recently Europe, Japan appears to be unsuccessful in establishing new industries as discussed by the authors, and it has been argued that unlike the American innovation system, with its proven ability to give birth to new industries, the inherent path dependency of the Japanese innovation system makes innovation and establishment of new industries quite difficult.
76 citations
Journal Article•
TL;DR: In this article, the authors address the research question: What new skills should be adopted by business leaders to empower them to deal with these new multicultural challenges occurring during globalization? The relationship between follower and leader is critical during these transitional phases.
Abstract: Purpose – The acceleration of globalization has created a chaotic state of change as businesses struggle to adapt to new paradigms of leadership. The established tried and tested approaches may no longer be effective in a global context. Globalization demands new approaches and the challenge is to find the appropriate leadership imperatives in response to the changing problems of existence. The purpose of this paper is to address the research question: What new skills should be adopted by business leaders to empower them to deal with these new multicultural challenges occurring during globalization? The relationship between follower and leader is critical during these transitional phases.Design/methodology/approach – A model is introduced that integrates psycho‐social elements of leadership and organizational effectiveness, such as conditioning, power, duty, dependence, and ethics.Findings – The model then provides a basis for developing appropriate leadership practices that support and enhance corporate ...
49 citations
Book•
01 Jan 2008
TL;DR: Carlopio as discussed by the authors developed the personal, interpersonal and group skills vital to achieving outstanding success in today's workplace with DEVELOPING MANAGEMENT SKILLS: A COMPREHENSIVE GUIDE FOR LEADERS.
Abstract: Pearson Australia, 2012 / James Carlopio, Graham Andrewartha, David Whetten, Kim Cameron / 1442547626, 9781442547629 / Developing Management Skills: A Comprehensive Guide for Leaders / 2012 / Develop the personal, interpersonal and group skills vital to achieving outstanding success in today's workplace with DEVELOPING MANAGEMENT SKILLS: A COMPREHENSIVE GUIDE FOR LEADERS. Carlopio's hallmark five-step learning approach -self-assessment, learning, analysis, practice and application -and its modular structure help you tailor your study to the areas you need to focus on. This practical, hands-on style resources incorporates in-text exercises and role-playing assignments and is further supported by a Companion Website that includes self-assessment exercises and additional online chapters on communication skills. DEVELOPING MANAGEMENT SKILLS 5th Edition is suitable for undergraduate or post-graduate courses with a specific focus on managerial skills such as capstone courses, leadership or communication skills. It is also well suited to corporate professional development training courses or simply as a resource for professionals seeking to become better managers. file download maxy.pdf
39 citations
TL;DR: In this article, a new global leadership paradigm is gradually emerging, spiritual-based leadership, which integrates a leader's inner perspective on the purpose of life and leadership such that this inner perspective is the foundation for decisions and actions in the outer world of business.
Abstract: A new global leadership paradigm is gradually emerging, spiritual-based leadership. The article context-ualizes this development within a framework of scientific and economic rationality. In contrast to these, a spiritual approach to leadership is presented as integrating a leader's inner perspective on the purpose of life and leadership such that this inner perspective is the foundation for decisions and actions in the outer world of business. Empirical research is presented, based on interviews with 31 top leaders from 15 countries in six continents. It demonstrates that leaders can obtain happiness, respect, peace of mind and success, while at the same time serving the needs of all those affected by their leadership when they lead from a spiritual basis. It also indicates that spirituality can serve as the foundation for leadership that considers ethics, social responsibility and concern for the environment not just as instruments to protect corporate reputation and income generation but as fundamental...
38 citations
Journal Article•
TL;DR: In this conversation with HBR senior editor Paul Hemp, Hill describes the changing nature of leadership and what the authors can learn from parts of the world where people have not, until recently, had opportunities to become globally savvy executives.
Abstract: Unless we challenge long-held assumptions about how business leaders are supposed to act and where they're supposed to come from, many people who could become effective global leaders will remain invisible, warns Harvard Business School professor Hill. Instead of assuming that leaders must exhibit take-charge behavior, broaden the definition of leadership to include creating a context in which other people are willing and able to guide the organization. And instead of looking for the next generation of global leaders in huge Western corporations and elite business schools, expand the search to developing countries. In this conversation with HBR senior editor Paul Hemp, Hill describes the changing nature of leadership and what we can learn from parts of the world where people have not, until recently, had opportunities to become globally savvy executives. In South Africa, for instance, the African National Congress has provided rigorous leadership preparation for many black executives. Hill has also observed two approaches--in developed and developing economies alike--that she believes will be necessary in an increasingly complex business environment. The first, leading from behind, involves letting people hand off the reins to one another, depending on their strengths, as situations change. The second, leadership as collective genius, calls for both unleashing and harnessing individuals' collective talents, particularly to spur innovation. Through her descriptions of these approaches in such companies as Sekunjalo Investments, HCL Technologies, and IBM, Hill highlights the challenges of finding and preparing people who can lead by stepping back and letting others come forward to make their own judgments and take risks.
36 citations
01 Jan 2008
TL;DR: The Global Leadership Expertise Development Model (GLED) as mentioned in this paper ) is a model for developing global executives, which is based on the Chattanooga model of global leadership development, and focuses primarily on the development of expertise in global leaders.
Abstract: This chapter focuses on how global leaders develop. It provides four models of global leadership development: Chattanooga model of global leadership development, Global Leadership Expertise Development Model (GLED), model for developing global executives, and the Right Stuff. The Chattanooga model perceives the global leadership development process as emergent in nature and dynamic in process. The GLED model expands upon the Chattanooga model but focuses primarily on the development of expertise in global leaders. The left side of the GLED model contains four categories of antecedents: individual characteristics, cultural exposure, global education, and project/job novelty. The third model focuses on the interaction and partnership between the individual and the organization. The organization is responsible for managing talent and ensuring that they provide the right employees with experiences. There are several difficulties in assessing talent in a multicultural global organization: identifying a common standard across cultures, country differences in assessing, promoting and developing managers, and wide variability in global executive jobs.
35 citations
TL;DR: In this paper, the authors address two questions: Does integration into global knowledge networks facilitate the efforts of Chinese IT firms to develop innovative capabilities? If yes, precisely what type of capabilities are they developing?
Abstract: China’s opportunities to build innovative capabilities in the IT industry differ from those faced earlier by Japan and East Asian newly industrializing economies (NIEs). China has a unique combination of advantages in a booming market for electronics products and services, the world’s largest pool of low-cost and easily trainable knowledge workers, the emergence of sophisticated lead users and test-bed markets, and policy efforts to strengthen China’s innovation system. As a later latecomer, China can learn from the achievements and mistakes of earlier latecomers.The international environment is also dramatically different. Most important is the expansion of global knowledge networks, which have extended beyond markets for goods and finance into markets for technology and knowledge workers. Taking into account these important differences, this chapter addresses two questions: Does integration into global knowledge networks facilitate the efforts of Chinese IT firms to develop innovative capabilities? If yes, precisely what type of capabilities are they developing?The findings of this chapter can be summarized as follows:• Integration into global knowledge networks exposes Chinese IT firms to leading-edge technology, “best-practice” management, and sources of knowledge. • Knowledge about its own markets and production sites helps Chinese IT firms to exploit these opportunities.• Successful Chinese firms have not attempted to compete head-on with global leaders through radical innovations. Instead, they have focused on incremental and architectural innovations that support technology diversification strategies.• Integration into global networks needs to be supported by a strong domestic innovation system.These findings contradict a pessimistic literature that appraises China’s innovative capabilities as weak. They also contradict fears, sometimes played up for political purposes, that Chinese firms could make radical innovations that would challenge U.S. technology leadership. A central proposition here is that Chinese IT firms make the most progress in areas that escape the attention of both pessimists and proponents of an emerging technology threat.
33 citations
Book•
19 Sep 2008
TL;DR: In this article, the authors present a case study format to present salient issues related to intercultural leadership and then principles of the Geoleadership Model are applied to the case in discussion format.
Abstract: "Global Business Leadership" discusses the urgent issues facing global business leaders and presents seven strategies found necessary for successful intercultural business ventures. It provides business professionals and students with insight into the failure of businesses to prepare leaders for stepping into complex cultural contexts. The Geoleadership Model developed by Dr. Wibbeke is applied to global business situations using cases taken from leading companies such as Google and eBay. The book uses a case study format to present salient issues related to intercultural leadership and then principles of the model are applied to the case in discussion format. The concepts of care, communication, consciousness, change, capability and others are analyzed in relation to how each concept is seen in different parts of the business world. Each chapter concludes with a 'bottom line' example of how each Geoleadership concept directly affects business results. "Global Business Leadership" also provides instruction about entry into cultural contexts, negotiating, preventing and managing cultural-based local-global conflict, and preparing global leaders to increase intercultural awareness and sensitivity. Dr. Wibbeke founded and managed the leading Internet website (Web of Culture) for cross-cultural information on the Internet and shares such global experiences with other would-be globetrotters. This title includes a goal-directed approach following adult learning principles and case studies to immerse the student in the learning context. Research in this field specifically targets intercultural experts worldwide and focuses on the leadership competencies necessary for business leaders in the era of globalization. This title discusses the urgent issues facing global leaders and presents strategies necessary for successful intercultural business ventures.
TL;DR: In this article, the authors address the research question: What new skills should be adopted by business leaders to empower them to deal with these new multicultural challenges occurring during globalization? The relationship between follower and leader is critical during these transitional phases.
Abstract: Purpose – The acceleration of globalization has created a chaotic state of change as businesses struggle to adapt to new paradigms of leadership. The established tried and tested approaches may no longer be effective in a global context. Globalization demands new approaches and the challenge is to find the appropriate leadership imperatives in response to the changing problems of existence. The purpose of this paper is to address the research question: What new skills should be adopted by business leaders to empower them to deal with these new multicultural challenges occurring during globalization? The relationship between follower and leader is critical during these transitional phases.Design/methodology/approach – A model is introduced that integrates psycho‐social elements of leadership and organizational effectiveness, such as conditioning, power, duty, dependence, and ethics.Findings – The model then provides a basis for developing appropriate leadership practices that support and enhance corporate ...
TL;DR: In this article, the authors present a case study in which business leaders deal with challenging problems related to poverty, involving multiple stakeholders, and highlight the importance of training prospective global leaders to manage stakeholder relationships and engage in stakeholder dialogue.
Abstract: The article presents a case study in which business leaders deal with challenging problems related to poverty, involving multiple stakeholders. This emphasizes the importance of training prospective global leaders to manage stakeholder relationships and engage in stakeholder dialogue. The authors highlight the stakeholder role played by nongovernmental organizations and include a simulation that develops stakeholder dialogue skills. They identify practical lessons and assumptions underlying business education that are not shared by all stakeholders in the context of poverty.
TL;DR: In this paper, the authors look at knowledge production in different countries vis-a-vis their economic strength, and then position India within this landscape, and conclude that science and technology in India rest on four pillars: (1) techno-nationalism, (2) inclusive growth, (3) techno globalism, and (4) global leadership.
Journal Article•
TL;DR: In this paper, a comparative analysis of specific cultural grouping, ethnicity, age, and worker classification, exposed to 18 energizing leadership behaviours was performed by a convenience sample of 600 non-traditional graduate students from various countries and backgrounds.
Abstract: Successful leadership behavior of today's more culturally diverse workforce is one of the most important challenges organizations face. Technology has driven this demographically mixed workforce toward consensus to harness the diverse talents of groups on the road to improving productivity. The need for world class leaders to address cultural and generational behaviors while operating in a more autonomously responsible world calls for fresh leadership behavior and action. This paper is a comparative analysis of specific cultural grouping, ethnicity, age and worker classification, exposed to 18 energizing leadership behaviours. Hypotheses of significant ranking differences are assessed across the cultural groups. A convenience sample of 600 non-traditional graduate students from various countries and backgrounds ranked the importance of 18 energizing leadership behaviours. A survey instrument was employed to collect data testing three hypotheses concerning significant group differences. It was determined that worker classification, alone, yields no significant ranking differences, however evidence was found that ranking by ethnicity and age group do show significant differences across the 18 energizing leadership behaviours. INTRODUCTION Leadership has taken on a significantly new dimension with today's diverse global workforce. Warren Bennis (1989) predicted: "Given the nature and constancy of change and the transnational challenges facing American business leadership, the key to making the right choices will come from understanding and embodying the leadership qualities necessary to succeed in the volatile and mercurial global economy." Research suggests that both similarities and differences exist in leadership behaviors and styles across cultures. In their classic study, Haire, Ghiselli, and Porter (1966) researched managerial attitudes regarding different leadership styles in 14 countries. National groupings alone explained 28 % of the variance in managerial attitudes. In later research, Heller and Wilpert (1981) revealed that the degree of worker participation applied by managers was different across a sample of eight countries. A study conducted by Luthans and colleagues (1993) showed that participative management techniques were actually ineffective when practiced in a Russian factory. A leader's personal values along with those of the followers influence the leader, and these values can differ by culture (Ali & Wahabit, 1995). A study of similar U.S.-owned manufacturing plants located in five different countries (Italy, Mexico, Spain, United States, and Britain) revealed that the overall leadership approaches of the host-country nationals reflected the expectations of the local culture and workforce (Pavett & Morris, 1995). Preziosi and colleagues (1996, 2004) recognized the importance of identifying energizing behaviors for leaders working in diverse populations. Considerable evidence supports that leaders differ across cultures in their views of rules and procedures, deference to authority, levels of dependence and independence, use of obj ectivity versus intuition, willingness to compromise, and other interpersonal tactics. Even transformational and transactional tactics used by leaders may vary in their levels of success in differing cultures (Jung & Avolio, 1999; Walumbwa, 2005). A major international research project, Global Leadership and Organizational Behavior Effectiveness (GLOBE), over time has developed an empirically based theory to describe, understand, and predict the impact of cultural variables on leadership, organizational processes, and the effectiveness of the leader and the processes (House, et. al., 2004). In the process, 170 countrybased co-investigators gathered data from 18,000 managers in 62 countries. A major goal of the GLOBE project was to develop societal and organizational measures of culture and leader attributes that were appropriate to use across cultures. …
TL;DR: The fast-food giant played catch-up after unprecedented top management turnover drew down its pool of high-potential "ready now" leaders as discussed by the authors, and the evolution of its efforts began with its first leadership competency model and the integration of key talent processes.
Abstract: The fast-food giant played catch-up after unprecedented top management turnover drew down its pool of high-potential “ready now” leaders. By aggressively focusing on talent management and leadership development, the company now has a tempting selection of accelerated leadership development programs for high potentials, and is rapidly building bench strength around the globe. The evolution of its efforts began with its first leadership competency model and the integration of key talent processes. Regional, functional, and global leadership development initiatives soon followed, along with a rigorous companywide talent planning process. The company is now turning its attention to high potential talent at lower organizational levels. © 2008 Wiley Periodicals, Inc.
Posted Content•
TL;DR: In this paper, the authors address two questions: Does integration into global knowledge networks facilitate the efforts of Chinese IT firms to develop innovative capabilities? If yes, precisely what type of capabilities are they developing?
Abstract: China’s opportunities to build innovative capabilities in the IT industry differ from those faced earlier by Japan and East Asian newly industrializing economies (NIEs). China has a unique combination of advantages in a booming market for electronics products and services, the world’s largest pool of low-cost and easily trainable knowledge workers, the emergence of sophisticated lead users and test-bed markets, and policy efforts to strengthen China’s innovation system. As a later latecomer, China can learn from the achievements and mistakes of earlier latecomers.The international environment is also dramatically different. Most important is the expansion of global knowledge networks, which have extended beyond markets for goods and finance into markets for technology and knowledge workers. Taking into account these important differences, this chapter addresses two questions: Does integration into global knowledge networks facilitate the efforts of Chinese IT firms to develop innovative capabilities? If yes, precisely what type of capabilities are they developing?The findings of this chapter can be summarized as follows:• Integration into global knowledge networks exposes Chinese IT firms to leading-edge technology, “best-practice” management, and sources of knowledge. • Knowledge about its own markets and production sites helps Chinese IT firms to exploit these opportunities.• Successful Chinese firms have not attempted to compete head-on with global leaders through radical innovations. Instead, they have focused on incremental and architectural innovations that support technology diversification strategies.• Integration into global networks needs to be supported by a strong domestic innovation system.These findings contradict a pessimistic literature that appraises China’s innovative capabilities as weak. They also contradict fears, sometimes played up for political purposes, that Chinese firms could make radical innovations that would challenge U.S. technology leadership. A central proposition here is that Chinese IT firms make the most progress in areas that escape the attention of both pessimists and proponents of an emerging technology threat.
01 Apr 2008
TL;DR: This volume is devoted to the presentation of several research contributions from some significant European research projects in the domain of legal technologies, considering them a decisive aspect of E-government and a crucial resource for the development of the information society.
Abstract: This volume is devoted to the presentation of several research contributions from some significant European research projects in the domain of legal technologies. In this domain European research has been particularly active in the last years, often achieving global leadership. This is due to the commitment of individual researchers, research centers and universities, but also to the support of the European Union that in various research programs has devoted a significant attention (and some relevant financing) to legal technologies, considering them a decisive aspect of E-government and a crucial resource for the development of the information society.
Journal Article•
TL;DR: The need for a more responsible basis on which businesses and economies compete in international markets has never been greater as mentioned in this paper, and a generation of innovative business strategies and practices are emerging that deliver profits from more responsible behavior.
Abstract: The need for a more responsible basis on which businesses and economies compete in international markets has never been greater. Global corporations with global strategies contribute to rising inequality and falling economic opportunities for lower-income communities across the developed world. Low wages and poor working conditions are sources of international competitiveness for businesses from Dhaka to Johannesburg, and weak environmental regulatory enforcement continues to deliver profitable opportunities to many firms, whether they are mining copper, shipping oil, or cutting down forests. Such markets that reward poor social and environmental behavior will impede our collective efforts to address today's greatest challenges, from water scarcity and food insecurity to civil unrest and the rise of fundamentalism. Economic protectionism, underpinned by xenophobia and racism, is the consequence of diminished confidence that open international markets can deliver the goods. A generation of innovative business strategies and practices are emerging that deliver profits from more responsible behavior. At their minimum, they protect companies' reputations and brands, reducing the risks of consumer boycotts, recruitment bottlenecks in the face of bad press, or restricted or more expensive access to capital. Beyond this, companies have enhanced productivity through improved working conditions and driven product innovations by engaging with communities and understanding their issues and needs. Global leaders like General Electric have built multibillion dollar businesses offering energy-efficient products, and last year UK consumers alone purchased around US$60 billion worth of goods and services marketed with ethical virtues such as child labor, human rights, and arms control. The challenge is to move beyond the exceptional and exemplary cases of responsible behavior to establish new norms of "responsible competitiveness" in global markets. Exceptional cases of responsible business behavior are important sources of insight and inspiration but will only deliver significant impact if they serve to reshape how markets more systematically reward and penalize all businesses' social and environmental impacts. Nike and Levi's, as premium brands appealing to socially and environmentally-conscious consumers, may successfully secure a competitive edge through improved labor standards. But achieving such standards across the whole apparel and footwear sector, including cheaper brands selling to more price-conscious consumers, requires accepted and enforced market rules. Ikea or Home Depot, similarly, might ensure that their wood products are made from sustainable forest reserves, but this will have little impact unless such practices are scaled up across all wood products. Achieving responsible competitiveness across global markets requires the right combination of business, government and civil society policy and action. Since 2002, AccountAbility has built a framework enabling the measurement and analysis of factors that advance the responsible competitiveness of nations. Pascal Lamy, Director-General of the World Trade Organization, summarizes the key drivers in his overview of this work in identifying the need for "forward looking corporate strategies, innovative public policies and engaged and vibrant civil societies." Innovative means of combining these three drivers of responsible competitiveness have emerged over the last decade. In particular, a host of collaborative initiatives, involving businesses, NGOs, and public institutions including governments and international agencies like the UN's International Labour Organization (ILO), have emerged to set voluntary rules, providing codes of conduct and standards for reporting and consumers labels. For example, factory conditions for millions of people working in the global supply chains of apparel and textiles sectors have improved over the last decade through several such initiatives, including the Fair Labor Association, the Ethical Trading Initiative, and Social Accountability International. …
15 Jan 2008
TL;DR: In this paper, a collection of essays from architecture, Chinese studies, human rights, sports studies, information policy and media studies, law, and political science is presented to understand the ongoing struggles by which multiple entities such as the International Olympic Committee, the Beijing Organizing Committee (BOCOG), corporate sponsors, media organizations, human-rights organizations, and the Chinese Communist Party itself are seeking to influence and control the narratives through which these Games will be understood.
Abstract: Months before the Opening Ceremonies, in August 2008, it is clear that the Beijing Olympics are a significant media event. However, in contrast to traditional media events as defined by Daniel Dayan and Elihu Katz in their classic study, "Media Events", the Beijing Olympics are taking place in a very different global media environment. The dramatic expansion of media outlets and the growth of mobile technology have both changed the collective nature of media events and made it increasingly difficult to regulate and control their meaning. This is exemplified by the controversies that have defined the run-up to Beijing 2008. As many Western commentators have observed, the People's Republic of China is seizing the Olympics as an opportunity to reinvent itself as the "New China," a global leader distinguished by economic power, a sophisticated technological infrastructure, environmental stewardship, and an improving human-rights record.But China's efforts to use the Olympics to position itself in the new century have been hotly contested by many global actors, including prominent human rights advocates.
The essays in this collection survey these efforts to define the meaning of the Beijing Olympics from a variety of disciplinary and thematic perspectives. Bringing together a distinguished group of scholars from architecture, Chinese studies, human rights, sports studies, information policy and media studies, law, and political science, "Owning the Olympics" offers an accessible and sophisticated framework with which to understand the ongoing struggles by which multiple entities such as the International Olympic Committee, the Beijing Organizing Committee (BOCOG), corporate sponsors, media organizations, human rights organizations, and the Chinese Communist Party itself are seeking to influence and control the narratives through which these Games will be understood."Owning the Olympics" will be appeal to media professionals, policy analysts, and scholars from a variety of disciplines, including communications, East Asian studies, politics, and cultural studies.
TL;DR: In this article, the authors argue for congruency, as well as consistency, across ten key areas of leadership practices to meet the ongoing challenges associated with transporting entrepreneurship into transition economies, where managers need to be skilful in modifying workplace practices and procedures to create shared perceptions that support innovation and entrepreneurship.
Abstract: Global business is changing at pace in both form and complexity, demanding innovative solutions. Change is no longer an option; it is crucial to the ongoing success of global businesses. Leadership that encourage innovation and entrepreneurial orientation involves the creation and maintenance of congruence and consistency in workplace practices. Today's global leaders are the embodiment of change, but too often, they are sent to manage cultures they know little about. In attempting to forge a work culture that supports high productivity, they may be inclined to fall back on tried and tested approaches from their country of origin, which often prove to be inappropriate in the adoptive country. Curiosity, as a motivator of exploratory behaviour, serves to overcome the lack of knowledge. The management of diversity in the workplace is essential as global organisations expand into transition economies. Managers need to be skilful in modifying workplace practices and procedures to create shared perceptions that support innovation and entrepreneurship. This paper argues for congruency, as well as consistency, across ten key areas of leadership practices to meet the ongoing challenges associated with transporting entrepreneurship into transition economies.
TL;DR: The authors examines the international and national context of Japanese innovation, outlines the core elements of the Japanese innovation strategy, and provides preliminary observations about the first decade of the country's extensive efforts to establish Japan as a global leader in the commercialization of science and technology.
Abstract: Japan has been a key player in the global competition based on scientific and technological innovation. Through a series of Science and Technology Basic Plans, the national government sought to restructure the country’s approach to scientific and technological development, with initiatives ranging from a fundamental restructuring of public universities to major investments in regional clusters. Collaboration with business has likewise been a centerpiece of the Japan strategy, as has high level political leadership of the broad initiative. This paper examines the international and national context of Japanese innovation, outlines the core elements of the Japanese innovation strategy, and provides preliminary observations about the first decade of the country’s extensive efforts to establish Japan as a global leader in the commercialization of science and technology.
TL;DR: The authors introduce the scholarly articles presented in this section which reflect the current state of global transcultural Nursing leadership, as well as the progress made in fostering cultural competence through transcultural nursing education.
Abstract: The scholarly articles presented in this section reflect the current state of global transcultural nursing leadership, as well as the progress made in fostering cultural competence through transcultural nursing education.Transcultural nursing can be traced back to the early years, over a half century ago, when Dr Madeleine Leininger first began exploring the relationship between nursing and anthropology (Leininger 1970).Through her pioneering theoretical work, we first started using the term 'transcultural', to mean 'across all world nations'. We have since developed into our own discipline of transcultural nursing, boasting of our unique knowledge base within the discipline of nursing. Leadership has emerged through the years, with the establishment of the Transcultural Nursing Society in the United States in 1975, and the 1994 establishment of the Transcultural Nursing Society in Australia through the Royal College of Nursing,Australia. Both organisations, through collaboration and individual efforts, have provided leadership for the expanding discipline, to include the hosting of annual international conferences, the development of policy and position statements, and the encouragement and showcasing of important research focusing on unique culture care perspectives.Bryant and colleagues (2008) provide an excellent evolutionary perspective of the role the Royal College of Nursing,Australia (RCNA) has played in supporting the growth and development of transcultural nursing in Australia. The official recognition of transcultural nursing as a distinct society in 1994 firmly established the importance of discovering care from a cultural perspective in a multicultural society such as Australia.The article by Andrews (2008) highlights the global nature of transcultural nursing and identifies many Australian nurse leaders who have been visionaries in establishing culturally relevant nursing practice. As a result of the scholarly work by Australian transcultural nurse leaders, there is now a significant body of knowledge in nursing that is useful in practice, education and research around the globe.As much as we would like to think all of this progress translates into effective education programs for practicing nurses and faculty, read the contemporary articles before you say otherwise. We are still only beginning to understand how we can provide the critical learning environment for students to grasp the key components of transcultural nursing, and to then evaluate the effectiveness of our programs. Lynette Raymond, of the University of Notre Dame, Sydney Australia (2008), shares with us a detailed BN curriculum approach, including several required courses in TCN, and the introduction of a variety of conceptual models.This very specific curriculum focus, designed from extensive literature review of research relevant to Australia, includes plans for evaluation one year after graduation.We look forward to the results.On the other hand, we are faced with two research studies that declare we are not finding positive results in many of our attempts to evaluate cultural competency in undergraduate programs in the United States. Mixer (2008) describes a gap in faculty knowledge, and therefore limited ability to provide the context of culture care for student learning. Kardong- Edgren and Camphina-Bacote (2008) present a study indicating that regardless of approach, by graduation many students are not scoring beyond cultural awareness in scales measuring cultural competence. These findings are reminiscent of the situation with measuring critical thinking as an outcome measure of baccalaureate schools of nursing. …
TL;DR: This paper examined the responses of Central Eurasian corporate, government, and non-governmental organization managers regarding their perceptions of work-related values of effective organizational leadership and uncovered several common patterns of behaviors and challenges that could be attributed to particular idiosyncrasies in the socio-political/cultural environment of the region.
Abstract: This exploratory study examined the responses of Central Eurasian corporate, government, and non-governmental organization managers regarding their perceptions of work-related values of effective organizational leadership. The respondents were participants in a 2-week leadership development program held in Istanbul, Turkey. Two inter-related research questions regarding leadership concepts and challenges were explored through content analysis of program intake interview protocols. The participants' pre-program perspectives on what constituted effective organizational leadership were found to be consistent with the GLOBE Project's culturally endorsed leadership dimensions. Moreover, several common patterns of behaviors and challenges were uncovered that could be attributed to particular idiosyncrasies in the socio-political/cultural environment of the region.
01 Jan 2008
TL;DR: The authors showed that Nye's position is far from multilateralist, still insisting as it does on hard power supremacy and the need for America to lead, and concluded that the best contribution that America could make to global stability would be to relinquish the claim to leadership, not only in cases where it is at odds with the international community, or widely seen as itself the source of instability, but particularly in cases when shared perspectives regarding common goals and approaches do exist.
Abstract: This paper subjects Joseph Nye’s advocacy of soft power (recently repackaged as ‘smart’ power) to critical scrutiny, and reflects on the implications for US global leadership. It shows that Nye’s position is far from multilateralist, still insisting as it does on hard power supremacy and the need for America to lead. It then argues that the case made is weak, both in theory (because of a misuse of collective action theory) and
in practice (because of the evidence he himself provides that America is unable to provide constructive, co-operative leadership). It concludes that the best contribution that America could make to global stability would be to relinquish the claim to leadership, not only in cases where it is at odds with the international community, or widely seen as itself the source of instability, but particularly in cases where shared perspectives regarding
common goals and approaches do exist.
01 Jan 2008
TL;DR: The concept of leadership is neither simple nor static and the global business context adds a layer of complexity to the leadership development and talent management equation as discussed by the authors, which makes a great global leader difficult to define.
Abstract: What makes a great global leader? The concept of leadership is neither simple nor static and the global business context adds a layer of complexity to the leadership development and talent management equation. Currently high performing global leaders need to be individuals of sound character who have the potential to develop distinctive competencies such as a global perspective, cultural sensitivity and self-knowledge in addition to the broad foundation of skills and knowledge vital to operating across different contexts (Brownell, 2006).
TL;DR: In this paper, the authors advocate a model of individual and collective development of the capacity for judgment integrity in leadership, ethics, and organizational change decisions to better address global behavioral, moral, and change complexity.
Abstract: To overcome the dysfunctional overemphasis on control and pronounced homogeneity of U.S. global leadership teams, the authors advocate a model of individual and collective development of the capacity for judgment integrity in leadership, ethics, and organizational change decisions to better address global behavioral, moral, and change complexity. They next advocate action learning processes that incorporate experience, methods, tools, and cases into organizational training programs so that the asset of acculturized organizational knowledge will capture both explicit, migratory Western knowledge and tacit, embedded non-Western knowledge. Finally, the authors recommend three action steps global leaders can take to enhance organizational capacities that will lead to sustainable global competitive advantage.
TL;DR: This article examined the impact of international service experiences on adult development in the domains of moral reasoning (MR) and cultural intelligence (CQ) using Defining Issues Tests prior to and following short-term international voluntary service projects.
Abstract: Global leaders must be able to embrace complexity with creativity and integrity to meet the adaptive challenges of work and relationships in the contemporary world. Successful response to challenges involves a transformational process. This research addresses the scarcity of quantitative longitudinal research on conditions that may initiate or enhance developmental movement by examining the impact of international service experiences on adult development in the domains of moral reasoning (MR) and cultural intelligence (CQ). Data on MR level were collected using the Defining Issues Tests prior to and following short-term international voluntary service projects. CQ data were collected using the CQ Questionnaire. Research findings are reported and implications for future research, as well as implications for refining design and assessment of international service experiences as venues for developing leadership competencies are discussed.
Journal Article•
TL;DR: Montanari skates across these complex histories, offering few references to primary sources or the enormous body of secondary work upon which most of this knowledge rests as mentioned in this paper. Yet, paging through this delightful edition, one soon realizes that this book is meant to be sampled lightly like evening hors d’oeuvres, each morsel rich with insights about our gastronomical selves.
Abstract: uniting a Mediterranean diet with a Germanic one, and how some of these Mediterranean foods were later rejected by Muslims as impure. Montanari skates across these complex histories, offering few references to primary sources or the enormous body of secondary work upon which most of this knowledge rests. Yet, paging through this delightful edition, one soon realizes that this book is meant to be sampled lightly like evening hors d’oeuvres, each morsel rich with insights about our gastronomical selves.
01 Jan 2008
TL;DR: In this paper, the authors describe the individual global mindset and its dimensions based on interviews with fifteen global leaders of three multinational companies and reveal that an individual global leader has a global mindset when this person has a positive attitude toward the above mentioned developments.
Abstract: The process of globalization forces companies and individuals to develop global mindsets. However, what a global mindset means on an individual level, how it relates to globalization, and which factors influence this mindset remains unclear. So far, research on this topic has been more conceptual than empirical. In this article we will describe the individual global mindset and its dimensions based on interviews with fifteen global leaders of three multinational companies. Our empirical study reveals that an individual global mindset is a way one perceives the world and the globalization of markets, people and companies. A global leader has a global mindset when this person has a positive attitude toward the above mentioned developments. The functions of an individual global mindset to a global leader are a means to structure the complex global reality and to provide guidelines for appropriate leadership behavior like formulating a global vision and interpersonal skills. Therefore, an individual global mindset is a way of thinking rather than behavior. In comparison with a domestic or an expatriate leader a global leader is considered to possess a broader perspective on the world, on markets, companies, and people.