Topic
Global Leadership
About: Global Leadership is a research topic. Over the lifetime, 1598 publications have been published within this topic receiving 29200 citations.
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TL;DR: In this article, the influence of three informal institutions, performance orientation, self-expression and social desirability, on the extent of internationalization by early stage entrepreneurial firms was examined.
92 citations
Book•
16 Aug 2004TL;DR: The strategic roles of international assignment in cross-cultural adjustment are discussed in this article, with a focus on cross-Cultural adjustment and cross-lingual adjustment in the process of cross-cultural adjustment.
Abstract: Contents: Foreword Preface Part I: Introduction The Strategic Roles of International Assignments in Globalization The Process of Cross-Cultural Adjustment Part II: Before the Assignment Selecting: Identifying Candidates With Global Leadership Potential Training: Helping People to Do the Right Things Part III: During the Assignment Adjusting: Developing New Mental Road Maps and Cultural Skills Integrating: Balancing Multiple Allegiances Appraising: Determining if People are Doing the Right Things Rewarding: Compensation and Pay Part IV: After the Assignment Repatriating: Helping People Readjust and Perform Retaining: Utilizing the Experienced Global Manager Managing the Entire Global Assignment Cycle: Establishing Best Practices
91 citations
TL;DR: The authors explored and compared the changing dynamics and organization of cross-border production by Hong Kong and Taiwanese electronics firms in China, on the basis of more than 40 semistructured interviews with firms from April 2005 to January 2007 in various towns of Dongguan, an emergent "global factory" in south China.
Abstract: This article explores and compares the changing dynamics and organization of cross-border production by Hong Kong and Taiwanese electronics firms in China, on the basis of more than 40 semistructured interviews with firms from April 2005 to January 2007 in various towns of Dongguan, an emergent “global factory” in south China. Despite initial resemblances, Hong Kong and Taiwanese electronics clusters have adopted different approaches to organize their cross-border production since the late 1990s. Little systemic comparative analysis has been conducted on the causes. The divergent practices can be interpreted as differences in corporate strategies of parent and branch firms, industrial policies in Hong Kong and Taiwan, linkages with global leaders, and home-host interactions in response to the challenges of globalization. To tap into the domestic market of mainland China, Hong Kong companies have tended to become “domestic firms,” while Taiwanese companies have become wholly foreign owned and pursu...
91 citations
Book•
01 Jan 2000
TL;DR: In this paper, the authors present a model of the global leadership universals critical for world-class excellence, including face-to-face interviews with more than seventy of the world's best known CEOs.
Abstract: Throughout the world, business executives ask themselves the same questions: How can I thrive in a new global marketplace? How can I apply my own experiences, personal, professional and cultural, in working with customers, suppliers, and competitors? What are the assets, and liabilities, of any national enterprise? Dozens of books and hundreds of articles have attempted to explore these key issues, but GLOBAL LITERACIES is the first to do so in a verifiable way. Using the exclusive results of a worldwide consulting firm survey of more than 3,000 leading business executives by Watson Wyatt, Robert Rosen produces the first model of the 'global leadership universals' critical for world-class excellence. Incorporating face-to-face interviews with more than seventy of the world's best known CEOs, including Sir Peter Bonfield, Chairman of BT, as well as short, sophisticated profiles of twenty-two national cultures, this book of insights and lessons is groundbreaking work on a hot subject.
91 citations
TL;DR: The GLOBE project as mentioned in this paper examined the interrelationships among societal culture, organisational culture, and organisational leadership using multiple methodologies, and at least part of the data collected in these four societies is composed as part of a global Leadership and Organisational Behaviour Effectiveness project.
Abstract: This Special Issue on ‘‘Leadership and Culture in the Middle East’’ focuses on values and practices as well as effective leadership attributes that are widely shared in Middle Eastern societies. National boundaries are utilised to approximate societal culture and leadership preconceptions. Data collected from four Middle Eastern nations (Iran, Kuwait, Turkey, and Qatar) form the basis of the articles in this Special Issue. Furthermore, at least part of the data collected in these four societies is composed as part of the GLOBE (Global Leadership and Organisational Behaviour Effectiveness) project. A review of the literature shows that there is scarce knowledge on societal and organisational culture and leadership practices in Iran, Kuwait, Turkey, and Qatar. In this respect, this forum would be an important document for providing information on societal and organisational norms and practices, and leadership attributes that are perceived to be effective in this region of the world. The first paper in this collection, entitled ‘‘Project GLOBE: An Introduction’’, is written by Robert House, Mansour Javidan, and Peter Dorfman. It provides an overview of the GLOBE project, a unique and large scale study of leadership and culture in 61 nations. GLOBE examines the interrelationships among societal culture, organisational culture, and organisational leadership using multiple methodologies. The constructs, objectives and the model utilised in the GLOBE project are described in this manuscript. Ikhlas A. Abdalla and Moudi A. Al-Hamoud wrote the second paper entitled ‘‘Exploring the Implicit Leadership Theory in the Arabian Gulf States’’. This article on the Arab culture focuses on quantitative and
88 citations