Global Strategic Change: A Synthesis of Approaches

Abstract

Managing global change is one of the key competencies demanded of global leaders and one of the main challenges they face, according to some scholars. However, leading change in the global context is one of the most under-researched areas of global leadership. This conceptual chapter first contrasts the organizational development and organization change fields and then proposes a hybrid approach termed global strategic change. Global strategies require new patterns of employee behavior and an enhanced appreciation of the dynamics of intercultural change in which two or more national cultures are involved. Understanding these demands on employee behavior will aid managers in pursuing their globalization efforts. Culture is conceived as a boundary condition, and cultural values that might impact each stage in the change process are identified. Two case studies illustrate successful global strategic change by expert global leaders who were not intimidated by cultural stereotypes. Thoughtful executives can create strategic performance improvements by avoiding being trapped or intimidated by a simplistic interpretation of cultural constraints.

Citation

Lane, H.W., Spector, B., Osland, J.S. and Taylor, S. (2014), "Global Strategic Change: A Synthesis of Approaches", Advances in Global Leadership (Advances in Global Leadership, Vol. 8), Emerald Group Publishing Limited, Leeds, pp. 229-248. https://doi.org/10.1108/S1535-120320140000008018