Global Leadership

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

The End of Corporate Imperialism

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.

Transnational Management:Text, Cases, and Readings In Cross Border Management

Abstract: Part 1 The Strategic Imperatives Chapter 1 Expanding Abroad: Motivations, Means, and Mentalities Case 1-1 Lincoln Electric Case 1-2 Jollibee Foods Corporation (A): International Expansion Case 1-3 Acer, Inc.: Taiwan's Rampaging Dragon Case 1-4 Research in Motion: Managing Explosive Growth Reading 1-1 The Tortuous Evolution of the Multinational Corporation Reading 1-2 Distance Still Matters: The Hard Reality of Global Expansion Reading 1-3 When You Shouldn't Go Global Chapter 2 Understanding the International Context: Responding to Conflicting Environmental Forces Case 2-1 Global Wine Wars 2009: New World versus Old Case 2-2 The Globalization of CEMEX Case 2-3 Mattel and the Toy Recalls (A) Reading 2-1 Culture and Organization Reading 2-2 Clusters and the New Economics of Competition Chapter 3 Developing Transnational Strategies: Building Layers of Competitive Advantage Case 3-1 Marketing the "$100 Laptop" (A) Case 3-2 Global Branding of Stella Artois Case 3-3 GE's Imagination Breakthrough: The Evo Project Reading 3-1 Managing Differences: The Central Challenge of Global Strategy Reading 3-2 How Local Companies Keep Multinationals at Bay Reading 3-3 Regional Strategies for Global Leadership Part 2: The Organizational Challenge Chapter 4 Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility Case 4-1 Philips versus Matsushita: Competing Strategic and Organizational Choices Case 4-2 ECCO A/S - Global Value Chain Management Case 4-3 World Vision International's AIDS Initiative: Challenging a Global Partnership Reading 4-1 Managing Multicultural Teams Reading 4-2 Managing Executive Attention in the Global Company Reading 4-3 Matrix Management: Not a Structure, a Frame of Mind Chapter 5 Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge Management Case 5-1 Siemens AG: Global Development Strategy Case 5-2 P&G Japan: The SK-II Globalization Project Case 5-3 McKinsey & Company: Managing Knowledge and Learning Reading 5-1 Building Effective R&D Capabilities Abroad Reading 5-2 Connect and Develop: Inside Procter & Gamble's New Model for Innovation Reading 5-3 Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation Chapter 6 Engaging in Cross-Border Collaboration: Managing across Corporate Boundaries Case 6-1 Nora-Sakari: A Proposed JV in Malaysia (Revised) Case 6-2 Mahindra and Mahindra Ltd.--Farm Equipment Sector: Acquisition of Jiangling Tractor Company Case 6-3 Eli Lilly in India: Rethinking the Joint Venture Strategy Reading 6-1 The Design and Management of International Joint Ventures Reading 6-2 Collaborate with Your Competitors - and Win Part 3: The Managerial Implications Chapter 7 Implementing the Strategy: Building Multidimensional Capabilities Case 7-1 ING Insurance in Asia/Pacific Case 7-2 BRL Hardy: Globalizing an Australian Wine Company Case 7-3 Silvio Napoli at Schindler India (A) Reading 7-1 Local Memoirs of a Global Manager Reading 7-2 Tap Your Subsidiaries for Global Reach Chapter 8 The Future of the Transnational: An Evolving Global Role Case 8-1 Hitting the Wall: Nike and International Labor Practices Case 8-2 IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor(A) Case 8-3 Killer Coke: Campaign Against Coca-Cola Case 8-4 Genzyme's CSR Dilemma: How to Play its HAND Reading 8-1 Values in Tension: Ethics Away From Home Reading 8-2 Serving the World's Poor, Profitably

A cross-cultural examination of the endorsement of ethical leadership

Abstract: The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments.

Developing Leaders for the Global Frontier

Abstract: Global business today requires leaders to be like explorers, guiding their organizations through unfamiliar and turbulent environments. With markets, suppliers, competitors, technology, and customers around the world constantly shifting, traditional leadership models no longer work. The authors' three-year study across Europe, North America, and Asia indicates that companies seek more global leaders and desire future global leaders of higher caliber and quality. To achieve these goals, organizations must understand the characteristics of global leaders and what they can do to develop these leaders. The research results reveal that every global leader needs certain core qualities: exhibiting character, or the capacity to build relationships with people from different backgrounds and to act with high ethical standards; embracing duality, or knowing when and whether to act and initiate change, depending on country or region; and demonstrating savvy, or recognizing worldwide market opportunities and understanding firm capabilities. Underlying each of these characteristics must be inquisitiveness ? a sense of adventure and a desire to experience new things. The authors' research further shows that global leaders are born and then made. Four strategies are particularly effective in developing global leaders: foreign travel, with immersion in the country's way of life; the formation of teams in which individuals with diverse backgrounds and perspectives work together closely; training that involves classroom and action learning projects; and overseas assignments, which serve to broaden the outlook of future global leaders.