Global Leadership

About: Global Leadership is a research topic. Over the lifetime, 1598 publications have been published within this topic receiving 29200 citations.

Preserving the Open Global Economic System: A Strategic Blueprint for China and the United States

Abstract: When the new Chinese leader, Xi Jinping, meets with President Barack Obama this month, they will have a lot to talk about. In the economic sphere, the paramount challenge for the two leaders is to overcome what might be called the Kindleberger Conundrum: the preservation of the open, rules-based multilateral economic system against the background of the historic shift in which the rising power (China) might be unwilling to sustain it at a time when the declining power (the United States) is increasingly unable to single-handedly shoulder the burdens of leadership. The two nations must overcome their mutual wariness and strike a Power-for-Purpose Bargain: The United States would give up power in existing multilateral institutions in return for China taking on greater global leadership to preserve the system's real purpose.

Social entrepreneurship in the UAE: challenges and recommendations

Abstract: The purpose of this study is to explore current challenges facing social entrepreneurs in the UAE, and provide recommendations that can contribute to the development of the growing and vibrant community of social entrepreneurs in the UAE. The UAE is a recognised regional and global leader in supporting innovation and entrepreneurship. Recognising this, this study seeks to contribute thoughtful insights that can help the UAE embrace social entrepreneurship and further act as a catalyst to push social entrepreneurship forward within the wider region. Based on primary interviews with key informants, several key challenges were identified related to a lack of institutional support a lack of social and cultural awareness regarding social entrepreneurship within the UAE. Further challenges include a lack of clear benchmarks related to monitoring and measuring social impact. Overall, the challenges identified highlighting the need for more government and institutional support, as well as a stronger link between the corporate sector, academia, and the social enterprise sector.

Preserving the Open Global Economic System: A Strategic Blueprint for China and the United States

Abstract: When the new Chinese leader, Xi Jinping, meets with President Barack Obama this month, they will have a lot to talk about. In the economic sphere, the paramount challenge for the two leaders is to overcome what might be called the Kindleberger Conundrum: the preservation of the open, rules-based multilateral economic system against the background of the historic shift in which the rising power (China) might be unwilling to sustain it at a time when the declining power (the United States) is increasingly unable to single-handedly shoulder the burdens of leadership. The two nations must overcome their mutual wariness and strike a Power-for-Purpose Bargain: The United States would give up power in existing multilateral institutions in return for China taking on greater global leadership to preserve the system's real purpose.

Innovation Promotion Strategies: A Conceptual Framework

Abstract: This paper is an attempt to carry out an extensive review of earlier research so as to propose hypothesized propositions and develop an integrated framework of innovation promotion strategies. The proposed framework suggests that (i) the process of innovation can be systematized and managed by pursuing well thought out, articulated and widely shared strategies; (ii) the organization's innovation promotion capability is an integrated capability; and hence in order to manage innovation process in an organization effectively, it is essential to integrate a set of innovation promotion strategies for various aspects like organizational learning, knowledge management and human resource management, technology management, customer orientation, social capital management, transformational leadership and employees' empowerment, team climate development, and employees' talent development; (iii) such strategies in some combination if pursued simultaneously, they are likely to have positive impact on one another; and (iv) an organization is expected to be competent enough to integrate such a set of strategies and apply them successfully to stimulate innovation.INTRODUCTIONInnovation has been recognized as a defining characteristic of successful organizations. It is now a common conception that organization should increase its innovativeness in order to remain competitive in the given market and for the purpose it must successfully incorporate innovation promotion strategy as a meaningful component of organization's overall strategy. However, managing such processes is fraught with difficulty and therefore for management and promotion of innovations, the issue that needs to be addressed prima facie is "Which strategy is to be pursued to foster the innovations in an organization?" In general, organizations that adopt an offensive strategy of trying to create the future (as opposed to protecting the past) are more innovative (Lawson and Samson, 2001). In the 2011 Development Dimensions International (DDI) Global Leadership Forecast, nearly 12,500 leaders from around the world cited fostering creativity and innovation as one of the top three business priorities for the future (Smith and Hall, 2012). The Boston consulting group (which is working with Business Week) completed in 2010 its Seventh Annual Global Survey on innovation practices in which total 1,590 senior executives representing all major markets and industries of more than 15 countries across the USA, Europe, Asia, Africa, etc., have participated. In such a survey, "72% executives responded that their companies consider innovation among top three strategic priorities and 84% executives perceived that their companies consider innovation as an important or extremely important lever in their ability to reap the benefits of an economic recovery" (Andrew et al., 2010). The another recent study of Arthur D Little completed during second half of 2009 revealed that "innovation remained to be a critical (second most important) strategic priority among 400 (approx.) cross-cultural and cross-industry companies participated in the study; and the world's most innovative companies are ably demonstrating that reinventing their products and services is critical to top and bottom-line growth especially during recession and they are more likely to shorten the time to get their new products or services; the study further revealed that the majority of the participants perceived that they have significant room for improvement in their innovation efforts while benchmarking themselves against the top innovators in their industries as well as across the industries; and in order to embrace innovation and achieve the similar to world's most innovative companies, they need to stop focusing solely on how to change the way they serve existing customers and markets, instead they need to start expanding the reach of their existing products and services investigating completely new business ideas" (Kirchgeorg et al. …