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Showing papers on "Global Leadership published in 2020"


Journal ArticleDOI
TL;DR: In this article, the authors investigate the roles of domestic and global leaders and organizations to COVID-19 and consider the new role(s) of Human Resource Development (HRD) based on the ramif...
Abstract: The aim of this paper is to investigate the roles of domestic and global leaders and organizations to COVID-19 and to consider the new role(s) of Human Resource Development (HRD) based on the ramif...

294 citations


Journal ArticleDOI
TL;DR: In this paper, the authors focus on the European Union's initial response to the COVID-19 pandemic, starting with how the EU first learned and processed the global information arising out of China, followed by the incremental population-based medicine/management decisions made that currently are defining the EU's capacity and capability.
Abstract: COVID-19 has proven to be a formidable challenge for many countries in the European Union to manage effectively. The European Union has implemented numerous strategies to face emerging issues. Member States have adopted measures such as the closure of borders and significant limitations on the mobility of people to mitigate the spread of the virus. An unprecedented crisis coordination effort between Member States has facilitated the ability to purchase equipment, personal protective equipment, and other medical supplies. Attention has also been focused on providing substantive money for research to find a vaccine and promote effective treatment therapies. Financial support has been made available to protect worker salaries and businesses to help facilitate a return to a functional economy. Lessons learned to date from COVID-19 in the European Union are many; the current crisis highlights the need to think about future pandemics from a population-based management approach and apply outside the box critical thinking. Due to the complexity, intensity, and frequency of complex disasters, global leaders in healthcare, government, and business will need to pivot from siloed approaches to decision-making to embrace multidisciplinary and transdisciplinary levels of cooperation. This cooperation requires courage and leadership to recognize that changes are necessary to avoid making the same mistakes we have planned countless times on avoiding. This study focuses on the European Union’s initial response to the COVID-19 pandemic, starting with how the European Union first learned and processed the global information arising out of China, followed by the incremental population-based medicine/management decisions made that currently are defining the European Union’s capacity and capability. The capacity to organize, deliver, and monitor care to a specific clinical population under a population-based management target includes strict social distancing strategies, contact testing and tracing, testing for the virus antigen and its antibodies, isolation, and treatment modalities such as new mitigating medications, and finally, a vaccine.

143 citations


Journal ArticleDOI
TL;DR: In this paper, the authors investigated the cultural drivers of social entrepreneurship focusing on the way in which Global Leadership and Organizational Behaviour Effectiveness (GLOBE) affects social entrepreneurial activity (SEA) in different countries.

71 citations


Journal ArticleDOI
TL;DR: The authors reviewed Chinese infrastructure investment and showed that rather than a monolithic strategy aimed at world domination, the BRI is driven by a range of Chinese stakeholders situated at different scales whose motives vary from achieving strategic geopolitical advantage to profit-maximization.

43 citations


Journal ArticleDOI
TL;DR: The multiple causes of fragmentation in development assistant for health at the global level are identified and described to raise awareness and understanding of the causes and to help guide actors’ efforts in addressing the problems and moving to more synergistic approaches.
Abstract: Despite many efforts to achieve better coordination, fragmentation is an enduring feature of the global health landscape that undermines the effectiveness of health programmes and threatens the attainment of the health-related Sustainable Development Goals. In this paper we identify and describe the multiple causes of fragmentation in development assistant for health at the global level. The study is of particular relevance since the emergence of new global health problems such as COVID-19 heightens the need for global health actors to work in coordinated ways. Our study is part of the Lancet Commission on Synergies between Universal Health Coverage, Health Security and Health Promotion. We used a mixed methods approach. This consisted of a non-systematic literature review of published papers in scientific journals, reports, books and websites. We also carried out twenty semi-structured expert interviews with individuals from bilateral and multilateral organisations, governments and academic and research institutions between April 2019 and December 2019. We identified five distinct yet interconnected sets of factors causing fragmentation: proliferation of global health actors; problems of global leadership; divergent interests; problems of accountability; problems of power relations. We explain why global health actors struggle to harmonise their approaches and priorities, fail to align their work with low- and middle-income countries’ needs and why they continue to embrace funding instruments that create fragmentation. Many global actors are genuinely committed to addressing the problems of fragmentation, despite their complexity and interconnected nature. This paper aims to raise awareness and understanding of the causes of fragmentation and to help guide actors’ efforts in addressing the problems and moving to more synergistic approaches.

41 citations


Journal ArticleDOI
TL;DR: In this paper, the authors focus on the extent to and variegated ways in which China is adapting to and perhaps even strengthening liberal institutions and rules of the game, confronting them, or developing alternative paths.
Abstract: In a time of great uncertainty about the future and resilience of the liberal world order this Forum focuses on China’s rise and interplay with the foundations of that liberal order. The key question is the extent to and variegated ways in which China - with its (re)ascendance to power and potential global leadership – is adapting to and perhaps even strengthening liberal institutions and rules of the game, confronting them, or developing alternative paths. In this introduction to the Forum we advance three key points based on the contributions. First, contrasting the orthodox binary scenarios of either inevitable conflict or co-optation offered in the mainstream IR debate, the Forum highlights the possibility of a third scenario of China’s interplay with the liberal world and its key actors, institutions, and rules. A hybrid and variegated scenario that entails both conflict and adaptation, differently entangled in different issue areas. Second, it stresses the need to conceptualize and empirically comprise the essentially interlinked nature of domestic state-society models and the global political economy. Third, we argue for a perspective that incorporates underlying economic and social structures and the power relations embedded therein.

40 citations


Journal ArticleDOI
TL;DR: Wang et al. as discussed by the authors evaluated the status and prospects of China's AI innovation ecosystem by developing a Triple Helix framework particularized for this case, and highlighted the challenges ahead in the current implementation of the ecosystem that will largely determine the potential global leadership of China in this domain.

34 citations


Journal ArticleDOI
TL;DR: Though the international cooperation on trade has suffered the impact of geopolitical shifts and competition, through engaging in GHD, the governments can align the trade and health policies and create a positive environment for political dialogue.
Abstract: The coronavirus disease 2019 (COVID-19) pandemic continues to claim lives around the world and, to some extent, reflects the failure of international cooperation. Global health diplomacy (GHD)can be a bridge for international cooperation for tackling public health crises, strengthening health systems through emphasizing universal health coverage for sustainable and equitable development, and rebuilding multilateral organizations. It can be a catalyst for future global health initiatives. Health should not be used as a political tool at the cost of people’s lives, nor should it become a proxy for geopolitics but can be used to diffuse tensions and create a positive environment for political dialogue. Health diplomacy’s focus should be to mitigate inequality by making available diagnostics, therapeutics, and vaccines as a global public good. The implications for the lack of international cooperation will lead to increased global disparities and inequities as the countries that cannot procure vaccines will find their population more vulnerable to the pandemic’s repercussion. Though the international cooperation on trade has suffered the impact of geopolitical shifts and competition, through engaging in GHD, the governments can align the trade and health policies. Amid this global health crisis, the World Health Organization (WHO) has faced an increase in International Health Regulations violations, limiting its influence and response during this COVID-19 pandemic. Nations need to develop a sense of cooperation that serves as the basis for a mutual strategic trust for international development. The priorities of all the countries should be to find the areas of common interest, common operational overlap on development issues, and resource allocation for this global fight against COVID-19.

31 citations


Journal ArticleDOI
TL;DR: This article found that countries that have experienced more financial crises, more variable capital account policies, more volatile portfolio capital outflows, and more social unrest during IMF programs are more likely to support China's global leadership than leaders of nations that have been less exposed to these problems.
Abstract: We analyze the factors that increase the likelihood that other nations will follow China's global economic leadership. While our theoretical framework incorporates the conventional argument that China pulls in followers with economic benefits, we focus on grievances with the current global order that have the effect of pushing countries toward the rising new leader. We find that grievances about global financial instability are particularly important push factors. Our results show that countries that have experienced more financial crises, more variable capital account policies, more volatile portfolio capital outflows, and more social unrest during IMF programs are more likely to support China's global leadership than leaders of nations that have been less exposed to these problems. We find no evidence that grievances about global governance, or grievances about discriminatory US trade policies, are related to foreign support for China's global economic leadership. Overall, our evidence is consistent with the interpretation that leaders want to reform and preserve the WTO and the IMF, which have worked reasonably well for them under US leadership. At the same time, they have incentives to follow China's economic leadership on global capital flows, emphasizing long-term infrastructure and development finance over short-term flows which, under the current order, have imposed large costs on many economies.

18 citations


Journal ArticleDOI
TL;DR: For example, the authors found that female entrepreneurs are more likely to engage in social entrepreneurship when cultural practices of power distance, humane orientation, and in-group collectivism are low compared to male entrepreneurs.
Abstract: This paper draws on practice theory to argue that the practiced culture of a society and gender interact to create cultured capacities for social entrepreneurship among entrepreneurs. We combine data from the Global Entrepreneurship Monitor (GEM) with the Global Leadership and Organizational Behavior Effectiveness (GLOBE) and World Bank (WB) to identify what cultural practices are most relevant for female entrepreneurs’ practice of social entrepreneurship across 33 countries. Our findings suggest that female entrepreneurs are more likely to engage in social entrepreneurship when cultural practices of power distance, humane orientation, and in-group collectivism are low, and cultural practices of future orientation and uncertainty avoidance are high, when compared to male entrepreneurs.

14 citations


Journal ArticleDOI
TL;DR: A study of 115 top global leaders at a meeting of the World Economic Forum in Davos as discussed by the authors revealed that people with positional power enact downward deference, a practice of lowering oneself to be equal to that of lower power workers.
Abstract: We theorize about how people with positional power enact downward deference—a practice of lowering oneself to be equal to that of lower power workers—based on a study of 115 top global leaders at a...

Journal ArticleDOI
10 Apr 2020-Science
TL;DR: Last week, the United Nations declared the coronavirus disease 2019 (COVID-19) pandemic to be the greatest test the world has faced since World War II.
Abstract: Last week, the United Nations declared the coronavirus disease 2019 (COVID-19) pandemic to be the greatest test the world has faced since World War II. Every day brings news of more infections and deaths, together with rising economic hardship as businesses close and jobs are lost. A global health crisis is now triggering a global economic crisis. On 26 March, the G20 nations, representing the world's 20 largest economies, declared their intention to unite in response to the emergency. What should be their next steps? As COVID-19 has swept across the world, governments have reacted piecemeal and in starkly different ways. In China, after a dangerous period of denial, the government enacted drastic measures to stop disease spread. In South Korea, Taiwan, Singapore, and Hong Kong, governments swiftly implemented mass testing, contact tracing, and firm guidelines. By contrast, in Europe and the United States, most leaders were slow to react. Rampant spread of COVID-19 across these continents is now illuminating how serious this threat is to life and livelihoods. The scientific community has been quick to collaborate across borders to try to understand the virus and develop ways to combat it. Now governments must come together and coordinate broader global action to address the pandemic, to reinforce the impact of economic and financial measures being taken at a national level, and to plot the way forward out of this crisis and beyond to forestall the next one. Luckily, the G20 is a mechanism for major countries to coordinate, even though governments' initial impulses were to turn sharply inward. Its informal network of policy-makers, who advise government leaders and prepare for top-level summits, has broad reach across their governments. The direct link between these advisers and G20 leaders can drive cooperation and secure swift agreement when a meeting looms. As such an adviser to U.S. President Obama, I witnessed that directly. G20 leaders—whose nations account for more than 80% of the world economy—have met annually since the global financial crisis of 2008. Their actions in response to that crisis—enacting coordinated budget stimulus, easing monetary policy, and providing emergency funding for countries in trouble—were credited with stabilizing the global financial system and pulling the world back from a depression. Since then, G20 agreements have not been as dramatic or sweeping. However, political push from G20 leaders has been important to resolve differences on multiple global issues, from trade, to cybersecurity, to health (during the Ebola outbreak in 2014), to climate. Indeed, ahead of the 2015 Paris Agreement, these leaders signed key provisions that underpinned successful consensus for strengthening global response to climate change. Faced with a clear global crisis as we are today, the G20 network is there to be activated. As of now, the next G20 discussion is scheduled for November in Saudi Arabia. The world cannot wait that long. G20 leaders should act on five key issues immediately. These include deeper scientific and medical cooperation across borders to ensure that emerging disease solutions are rapidly shared and scaled. Also key is financing for vaccine and drug development and distribution. This is vital and costs little (about $9.4 billion) relative to the huge budget outlays already being committed to in national economic rescue plans. The G20 must also support emergency and longer-term funding through international channels for poorer countries with limited resources to respond to COVID-19. This can only happen at sufficient scale if governments of the major countries agree. Most importantly, G20 leaders should push ahead with further economic and financial measures to combat the sharp contraction in the global economy that is now occurring and financially support an eventual economic recovery and return-to-work strategy. And to prepare for the next pandemic, as we collectively failed to do for COVID-19 (despite warnings from Ebola), nations will need to improve national and global health systems and create incentives so that drug and vaccine markets work in new ways. Enormous uncertainty about the path of this new coronavirus—and thus of the global economy—complicates policy-making. But global leaders must rise to the occasion. Hoping that this crisis can be solved for the long-term by national governments acting alone is a dangerous illusion.

Book ChapterDOI
19 Oct 2020
TL;DR: In this paper, the authors discuss insights and reflections from their invited contributions on the COVID-19 pandemic and derive areas of meaningful future research to advance the global leadership domain, and call for strengthening the link of the Global Leadership domain with related research fields, expanding our view on what are necessary global leadership competencies, moving beyond individual global leadership toward a more collective and collaborative understanding of the phenomenon, further enhancing the growing field of responsible global leadership, examining the various competing tensions that global leaders need to balance, and engaging in greater reflexivity among global leadership scholars ourselves.
Abstract: In this concluding chapter, we discuss insights and reflections from our invited contributions on the COVID-19 pandemic and derive areas of meaningful future research to advance the global leadership domain. Specifically, we call for (1) strengthening the link of the global leadership domain with related research fields, (2) expanding our view on what are necessary global leadership competencies, (3) moving beyond individual global leadership toward a more collective and collaborative understanding of the phenomenon, (4) further enhancing the growing field of responsible global leadership, (5) examining the various competing tensions that global leaders need to balance, and (6) engaging in greater reflexivity among global leadership scholars ourselves.

Journal ArticleDOI
09 Dec 2020
TL;DR: In this article, the authors focus on the spread of mass diseases as one of the critical modern global challenges and analyze the negative consequences of this phenomenon, including medical, economic, social, political, and legal consequences.
Abstract: The article focuses on the spread of mass diseases as one of the critical modern global challenges. It analyzes the negative consequences of this phenomenon, including medical, economic, social, political, and legal consequences. The author provides a brief overview of major epidemics that occurred in the recent history, assesses economic damage inflicted by them and identifies spheres of human activity most vulnerable to pandemics. The article also raises the issue of legal responsibility of states and international organizations for actions (or inaction) that contribute to the spread of mass diseases. Recommended strategies to increase the level of global epidemiological security include the need to both strengthen national health systems and ensure international exchange of knowledge, technologies and materials, including viruses and laboratory samples, and to develop and expand overall international cooperation in this field. The author argues that the World Health Organization should continue to play the key role in this process on the basis of its systems of epidemiological surveillance, global warning and response, its long and solid experience as a global leader in public health and its partnerships with governments, UN system organizations, civil society, academia, private sector and media.

Journal ArticleDOI
TL;DR: The authors explored commonalities and differences in effective leadership processes across cultures in western dominated leadership and non-western conceptualization of leadership and provided core attributes of cultural dimensions on cross-culture and evidence for conceptual and measurement equivalence for all six leader behaviors in viewpoints of globalization.
Abstract: While the phenomenon of leadership is widely considered to be universal across cultures, how it is operationalized is usually viewed as culturally specific. Conflicting viewpoints exist in the leadership literature concerning the transferability of specific leader behaviors and processes across cultures. This study explored commonalities and differences in effective leadership processes, across - cultures in western – dominated leadership and non-western conceptualization of leadership. GLOBE (Global Leadership and Organizational Behavior Effectiveness) is a research program focusing on culture and leadership in 61 nations to provide core attributes of cultural dimensions on cross-culture and evidence for conceptual and measurement equivalence for all six leader behaviors in viewpoints of globalization. Data for the study is drawn principally from analytic literature reviews in leadership theory and its implication on cross-culture perspectives.

Proceedings ArticleDOI
15 Jun 2020
TL;DR: The analysis finds that a strong governance model with clear roles and responsibilities of all institutions complement with formal cross-sectoral bodies for decision-making and ensuring inter-governmental coordination and cooperation are essential for successful digital transformation.
Abstract: Australia, Denmark and the Republic of Korea are among the most connected countries in the world, with high-speed infrastructure widely available and with high rates of internet use by businesses and individuals alike The three countries are also among the front-runners when it comes to the utilisation of Information Communication Technology (ICT) in the public sector and have all showed significant achievements related to the digital transformation of public services production and delivery Although many factors may account for their successes, what is the role played by their strategic approach to governance and inter-governmental cooperation models? How have governance and multi-stakeholder coordination and cooperation approach influences the success of the digital transformation and boost innovations in each of the three cases?The initial findings of this paper support academic that the digital transformation of the public sector largely depends on the focus, governance and intergovernmental coordination and cooperation Specifically in guiding the use of ICT in building an efficient and user-oriented whole-of-government ecosystem for public service production and delivery The analysis finds that a strong governance model with clear roles and responsibilities of all institutions complement with formal cross-sectoral bodies for decision-making and ensuring inter-governmental coordination and cooperation are essential for successful digital transformation High levels of inclusiveness on across all levels of government, society and end-user groups is seen as a positive factor in all three countries As a result, the success rate of the implementation of their respective ICT/Digital/eGovernment strategies is high, resulting with successful development of the ICT infrastructure, roll-out of key enablers, interoperability systems, technical and legal standards that allowed them as global leaders to move towards real user-centric, integrated service production and delivery However, to verify the findings, this paper also identifies a set of “leap-frogging” countries for further research

Journal ArticleDOI
TL;DR: In this article, the authors report on the results of qualitative semi-structured interviews with 19 participants with expertise in relation to Brazil's sugarcane sector, using visual aids and reflections on past events to structure and contextualise discussions about the future prospects for the sector as a whole, and for four of its potential products.
Abstract: Brazil's sugarcane sector is a significant source of employment, and operates at the intersection of energy, agriculture and land use. Its future development will be affected by the values, decisions and actions of key actors. Accordingly, we report on the results of qualitative semi-structured interviews with 19 participants with expertise in relation to Brazil's sugarcane sector. We used visual aids, and reflections on past events, to structure and contextualise discussions about the future prospects for the sector as a whole, and for four of its potential products – sugar, ethanol, electricity and biogas. Interviews revealed general expectations of continued growth in the sector, particularly for its energy-related products. However, the possibility of future challenges and tensions is still evident. We suggest three inter-related areas for ongoing reflection. First, there may be value in balancing the desire for minimal intervention, technology neutral styles of policy, with the need for policy that is clear, long-term and impactful. In some cases, more targeted policies for particular actors or emergent technologies, may also be justified. Second, increased clarity on the broader objectives for the sector, including the relative prioritisation of economic, social and environmental objectives, may help industry to make the long term investments consistent with the kind of deep innovation for which there is potential. Third, it is worth reflecting on how the above issues in combination can be leveraged into a global leadership strategy, with consideration of the relative robustness of different leadership strategies within broader emerging global dynamics.

Journal ArticleDOI
TL;DR: In this article, the authors consider the case of Singapore who has pursued a knowledge hub strategy aimed at: 1) creating world class universities inserted in global knowledge networks of defined fields; and 2) capturing intellectual rents through those institutions' research and contributing to local firms' catching up.

17 Apr 2020
TL;DR: Wang et al. as mentioned in this paper take stock of China's progress in building a modern national innovation (NIS) system, review international good practice in promoting innovation and share policy recommendations to help China sustain its drive to become one of the global innovation champions.
Abstract: China considers innovation be one of the key drivers of its future growth and convergence with more developed countries. It spends more than 2.2 percent of GDP on R&D, above the average for the European Union, is a global leader in domestic patents, and has developed groundbreaking advances in key sectors such as high-speed trains, e-commerce and mobile payments. However, the quality of patents has been slower to improve, Chinese firms remain dependent on foreign suppliers in a number of core high-tech components, and resources do not flow easily to more productive firms resulting in large productivity gaps between market leaders and remaining enterprises. In order to restart its productivity engine and support continued technological catch- up, China must revise its approach to innovation policy. This paper takes stock of China’s progress in building a modern national innovation (NIS) system, reviews international good practice in promoting innovation and shares policy recommendations to help China sustain its drive to become one of the global innovation champions.

Journal ArticleDOI
03 Mar 2020
TL;DR: The article argues, that on the economy side existing USA-China duopoly on the platform markets creates asymmetric advantages for both nations resulting (in future) in unprecedented influence on global processes (up to “digital colonialism”).
Abstract: Discussions on the impact of digital technologies on national and global processes are rising. Among important issues is the role of large Internet platforms (Facebook, Google, Alibaba, etc.) - key players of the digital markets and in the digital innovations – in producing global leadership / dominance. The article argues, that on the economy side existing USA-China duopoly on the platform markets creates asymmetric advantages for both nations resulting (in future) in unprecedented influence on global processes (up to “digital colonialism”). It is doubtful that potential competitors from third nations may ever destroy this duopoly. Also, the information functions of the platforms are reviewed as resource for global leadership. Noting the evolution of assessments (from techno-optimistic views of platforms as engines of democracy to alarmist views of their role as a “backdoor” for the opponents and adversaries) we accent platform`s growing information impact on the global processes (digital diplomacy, etc.). However, here the USA-PRC duopoly is also actual. Dilemma of alternative solutions to boost the influence of third nations in the new digital, platform economy still may be resolved. Since data is the key resource for the digital markets and platforms, formation of data regulatory regimes appears to be an asymmetric solution. The experience of the EU with its GDPR and other efforts to form new data/digital regimes may serve as a model. Exploiting its` large data market as a competitive factor, the EU may neutralize part of the advantages of stronger actors and orient global platforms towards a more acceptable strategy. However, regulatory practices should be complemented by the development of digital technologies, as well as regional- or national-level platforms. A serious challenge also lies in achieving needed market scale (in order to influence global platforms) and – in the future – in competition of jurisdictions.

Book ChapterDOI
19 Oct 2020
TL;DR: In this paper, the authors systematically examined peer-reviewed studies on global leaders' learning from international experience published between 1998 and 2019, identifying and integrating individual and organizational enablers facilitating global leader learning from International Experience (IE), as well as learning mechanisms that make such learning possible.
Abstract: International experience (IE) has been acknowledged to be the most useful method for developing global leaders. However, not everyone benefits equally from IE. During the last two decades, our understanding of why this is the case and how global leaders learn from IE has rapidly increased. Several individual and organizational enablers facilitating global leader learning from IE have been identified in the literature, as have learning mechanisms that make such learning possible. However, the literature remains fragmented, and there is a great need to integrate the findings in the field. Therefore, the present paper systematically examines peer-reviewed studies on global leaders' learning from IE published between 1998 and 2019. The study contributes to the extant literature by identifying and integrating individual enablers, organizational enablers, and key learning mechanisms from global leaders' IE and by suggesting topics for future research.


Book ChapterDOI
31 May 2020
TL;DR: In this article, the authors highlight links between the research fields of responsible leadership and responsible innovation and point out the influence pathways through which responsible leadership can drive responsible innovation, and discuss novel fields of engagement for rolling out responsible leadership.
Abstract: The purpose of this chapter, therefore, is to highlight links between the research fields of responsible leadership and responsible innovation and to point out the influence pathways through which responsible leadership can drive responsible innovation. It will reflect on areas related to responsible innovation where responsible leadership might be especially helpful and thereby discuss novel fields of engagement for rolling out responsible leadership. Finally, the chapter provides an agenda for future research in this area. The following section will introduce the main constructs. ‘Business with purpose’ or ‘benefit corporations’ represent relatively novel legal statutes that are emerging for instance in the US, France, Italy, and Brazil and that connect managerial accountability not only to the profit for shareholders or owners but also to pursuing a specific social purpose. This allows business leaders to dedicate resources to ‘doing good’ without the fear of neglecting their fiduciary duty.

Journal ArticleDOI
17 May 2020
TL;DR: The experience of the international course Leadership in Nursing – a Global Approach offers a model of global partnership-based health-care education, which prepares students and faculty to take an active role in transforming global systems.
Abstract: Transformation of our world to a more just and equitable system will require a fundamental shift from a domination approach to a partnership-based approach. In nursing and health care, this shift will require a global perspective with culturally humble providers and systems. In this article we share the experience of our international course Leadership in Nursing – a Global Approach, a joint project of the University of Iceland Faculty of Nursing and the University of Minnesota School of Nursing. This collaborative immersion course offers a model of global partnership-based health-care education. International partnership-based collaboration in nursing and health-care education prepares students and faculty to take an active role in transforming global systems.

Posted Content
TL;DR: Wang et al. as mentioned in this paper argue that the current rules create no hurdle to tackling the major types of technology subsidies in China and that any perceived deficiencies are not China-specific and can only be addressed by WTO Members via negotiations.
Abstract: This article contributes to the growing debate about industrial policies and subsidies, the adequacy of the rules of the World Trade Organization (‘WTO’), and future international negotiations of industrial subsidies, using China’s practices in the hightech sector as an illustration. Through a review of China’s industrial policies in the high-tech sector including the blueprint for the forthcoming 14th Five-Year Plan (2021-2025), we show China’s entrenched commitments and ambitions towards indigenous innovation, technology independence and global leadership in key and emerging technologies especially in strategic sectors. However, we challenge the mainstream view that the existing WTO rules are inadequate to deal with Chinese subsidies. Based on a detailed analysis of the general subsidy rules and the relevant China-specific rules, we argue that the current rules create no hurdle to tackling the major types of technology subsidies in China. Any perceived deficiencies are not China-specific and can only be addressed by WTO Members via negotiations. If such negotiations are desirable, then governments should seek to leverage the impacts of the pandemic and the global (ab)use of subsidies to generate the political will needed. Drawing on existing proposals for the reform of WTO subsidy rules, we develop some general principles and approaches to facilitate future negotiations emphasizing the need to focus on targeting trade-distortive subsidies rather than China, to balance between strengthening subsidy rules and preserving policy space, to follow economic guidance and data while accommodating political considerations, and most innovatively, to shift from the ‘one-size-fits-all’ approach to a country-specific approach through a scheduling method whereby an Industrial Subsidy Schedule is created to record policy objectives, subsidy commitments and exceptions of each nation.

Journal ArticleDOI
TL;DR: Leadership is a notoriously ambiguous term in international politics, one with meanings that range from disguised hegemony or domination on the one hand to purely consensual coalition-building and the provision of focal points for collective action on the other as mentioned in this paper.
Abstract: Leadership is a notoriously ambiguous term in international politics, one with meanings that range from disguised hegemony or domination on the one hand to purely consensual coalition-building and the provision of focal points for collective action on the other. The term usually has positive normative content (leadership is viewed as necessary for global governance to succeed), but the form that leadership takes—the mix of instruments that are deployed, whether a single leader is necessary or collective leadership is possible—varies over time and across regions. As global leadership by the USA is called into question, the leadership norms advanced by emerging powers represent different formulas that may ultimately be transferred to the global level. Brazil in South America, Germany in Europe, India in South Asia, and China in East Asia demonstrate specific types of leadership that may coincide or clash as their roles in global governance grow in importance.

Book ChapterDOI
01 Jan 2020
TL;DR: Proroković et al. as discussed by the authors presented findings of a study developed as a part of the research project "Serbia and challenges in international relations in 2020", financed by the Ministry of Education, Science, and Technological Development of the Republic of Serbia, and conducted by Institute of International Politics and Economics, Belgrade.
Abstract: Research Fellow, Institute of International Politics and Economics, Belgrade, e-mail: dusan@diplomacy.bg.ac.rs. The paper presents findings of a study developed as a part of the research project “Serbia and challenges in international relations in 2020”, financed by the Ministry of Education, Science, and Technological Development of the Republic of Serbia, and conducted by Institute of International Politics and Economics, Belgrade. AMERICAN GEOPOLITICS IN CONTEMPORARY EURASIA: WHAT MUST BE DONE AND CAN GLOBAL LEADERSHIP BE PRESERVED? Dušan Proroković1 Abstract: The research question that is being answered is: Can the United States retain its position as a global leader? Or: What does the United States need to do to get back to its position before 2008? The theoretical framework in which the answer is sought is classical geopolitics. More specifically, the dualistic concept of the constant clash of the Tellurocratic and Thalassocratic forces, the Continental and the Maritime powers. Therefore, the scenarios that predict what the United States has to do are directly derived from geopolitical logic. The specific methods used in this research are analysis, synthesis, abstraction, induction, and deduction. The research aims to examine the potential activities the United States can take to maintain global leadership. In this context, the research objective is related to scientific description and prediction.

Journal ArticleDOI
01 Jan 2020-Oryx
TL;DR: The University of Cambridge Conservation Leadership Alumni Network is an emerging global network of interdisciplinary conservation leaders across 75 countries working towards the delivery of high-impact initiatives as discussed by the authors, with a focus on biodiversity loss and climate change.
Abstract: If global leaders fail to resolve the root causes of biodiversity loss and climate change—such as our obsession with economic growth (Otero et al , 2020)—they will be left firefighting the manifestations of these crises for decades to come Illustrating a collective leadership approach, the University of Cambridge Conservation Leadership Alumni Network is an emerging global network of interdisciplinary conservation leaders across 75 countries working towards the delivery of high-impact initiatives (Corresponding author) E-mail cgs21@cam ac uk * Contributed equally Supplementary material containing details of the University of Cambridge Conservation Alumni Network who are signatories to this call for collective crisis leadership, and a Spanish translation of the Editorial, is available at doi org/10 1017/S0030605320000496


Journal ArticleDOI
TL;DR: In this paper, the authors explored the relationship between cultural intelligence, core confidence and multitasking to examine how these characteristics interplay in the perceptions of global leadership effectiveness and found that the relationship is stronger when leader core confidence is high.
Abstract: The purpose of this study is to unite research in cultural intelligence (CQ), core confidence and multitasking to examine how these characteristics interplay in the perceptions of global leadership effectiveness.,The sample comprised 149 employees, mostly managers from 21 countries with 18 native languages spoken who had global leadership experience while working fulltime for international organizations. Relationships were examined using the hierarchical linear regression of survey data.,Support is found for core confidence moderating the relationship between CQ and other-rated and self-rated perceptions of global leadership effectiveness such that the relationship is stronger when leader core confidence is high. Moreover, support is found for CQ and core confidence having positive relationships with self-rated perceptions of global leadership effectiveness, and the study found a positive relationship between CQ and multitasking.,The relationships studied provide practitioners with information to supplement the employee selection process for global leaders. The ability to assess current or future employees and hedge organizational risk in assignment to global leadership positions could have a significant impact.,This study contributes to the literature by investigating individual characteristics contributing to the perceptions of global leadership effectiveness. Because perceptions are often acted on as if reality and globalization in our personal and work lives is expansive, understanding these relationships is important.