Ensuring European leadership in the global marketplace

Abstract

As European institutions seek greater integration and union in the twenty‐first century, their executives and managers need to acquire new leadership abilities. In the emerging global marketplace, European leadership requires learning a variety of such competencies. Post‐industrial management, for example, demands high performance in cultivating organizational alliances, partnerships and synergy across borders. Other new work culture challenges involve psychological contracts suitable within an international context and for an information age. Engaging in multicultural business not only means coping with local ethical perceptions, but providing appropriate transfer of technology. The global management system that is developed will manifest four basic dimensions: technical; economic; political; and cultural!Worldwide, the customers and employees in these market exchanges are people in transition – many are threatened by accelerating change. Some of these individuals and their institutions are experiencing an identity crisis in a work environment now dominated by technology and electronic commerce. It is a workplace characterized by mergers and acquisitions within and without one’s country. Thus, those who would desire to exercise greater European leadership within global enterprise are advised here to commit themselves to continuous learning and adaptation.

Citation

Harris, P.R. (2001), "Ensuring European leadership in the global marketplace", European Business Review, Vol. 13 No. 6, pp. 336-345. https://doi.org/10.1108/EUM0000000006196