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Although managing global change is one of the key competencies demanded of global leaders, it is one of the most under-researched topics in the field (Lane, Spector, Osland, & Taylor, 2014). This chapter shares findings from a recent qualitative study that examined how global business leaders navigate complex global changes. Data were collected from 23 global business executives working for 20 unique global enterprises, in 12 different functions, through a pre-interview participant qualifying profile, an in-depth semi-structured interview, and follow-up verification. Findings reveal that global business executives are contextual leaders who juggle both global task and global relationship complexities. The paradox is the process they employ to navigate continuous change, enabled by sensemaking. Finally, as agile learners, they prove that the global leadership capabilities required to navigate paradox can be learned.

It is commonly believed that the complexities of different languages, cultures, histories, time zones, locations, governments, financial and legal systems contribute to the difficulty of leading global change. And yet, there is surprisingly little research at the intersection of global change and global leadership to guide practitioners. To fill this crucial gap, we provide a helpful framework for global leadership practitioners and scholars that emerged from a qualitative study of success factors in leading effective global change initiatives. We employed a comparative case study methodology to examine strategies and processes used by leaders of successful corporate and NGO global change projects. After comparing multiple cases of successful and unsuccessful global change initiatives in four organizations, we concluded that effective global change requires leaders to pay attention to 14 success factors categorized into three key design imperatives: (1) participatory process, (2) representative leadership, and (3) nested implementation. Participatory process consists of these success factors: (1) establish a clear vision, (2) ensure a collaborative start, (3) invite to the table as equals, (4) seek ideas from outside headquarters, (5) recognize and celebrate others, and (6) build systems for interdependence and accountability. Representative leadership includes: (7) create local leadership, (8) enable knowledgeable leadership, (9) empower willing leadership, and (10) develop bridge people. Nested implementation is composed of: (11) leverage formal communication channels, (12) attend to individual needs via interpersonal communication, (13) set global standards with local flexibility, and (14) test for regional credibility. We discuss these factors in light of existing literature and identify the implications and new horizons for global leadership theory and practice with respect to leading global change.

The rapidly growing body of global leadership literature still lacks research on both global change and global leader cognition. This chapter presents two case studies describing large-scale global change efforts led by expert global leaders. This is complemented with the results of cognitive task analysis interviews with the two expert global leaders. The findings include task diagrams of the change process they employed and knowledge audits of the most difficult cognitive step in the change processes they led. The audit identifies the elements of expert cognition they utilized, the cues and strategies they employed, and the perceived difficulties novices would experience in similar situations. The findings confirm previous research, solidifying the role and nature of expert cognition in global leaders. We conclude with a discussion of the implications our analysis holds for research and practice.

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.

This chapter examines SDG 13 which deals with efforts to combat climate change. The chapter begins by outlining the targets related to this goal, the trend towards increased heating of the planet and failures to curtail carbon emissions. This is framed using criminological concepts such as state-corporate crime and carbon criminality. The major concern of the rest of the chapter is to outline a climate action plan. As part of this, it discusses a range of initiatives currently underway intended to pressure governments to take more concerted action around climate change. These include activist interventions and climate litigation. The chapter concludes by exploring the possibilities and obligations of global community action to address the most important issue of our era.

The changing roles of the United Nations (UN) and national institutions have made addressing climate change a critical concern for many multinational enterprises’ (MNEs) survival and growth. This chapter discusses how such institutions, which vary in their nature and characteristics, shape firm strategies for climate change adaptation. Exploring different versions of institutional theory, the chapter demonstrates how and why institutional characteristics affect typical patterns of firm ownership, governance, and capabilities. These, in turn, influence companies’ internationalisation and climate-change strategies. Climate change poses challenges to how we understand firms’ strategic decisions from both an international business (IB) (HQ–subsidiary relations) and global value chains (GVC) (buyer–supplier relations) perspective. However, climate change also provides opportunities for companies to gain competitive advantages – if firms can reconfigure and adapt faster than their competitors. Existing IB and GVC research tends to downplay the importance of climate change strategies and the ways in which coherent or dysfunctional institutions affect firms’ reconfiguration and adaptation strategies in a globally dispersed network of value creation. This chapter presents a perspective on the institutional conditions that affect firms’ climate change strategies regarding ownership, location, and internalisation (OLI), and GVCs, with ‘investment’ and ‘emerging standards’ playing a significant role. The authors illustrate the discussion using several examples from the Global South (i.e. Bangladesh) and the Global North (i.e. Denmark, Sweden, and Germany) with a special emphasis on the garment industry. The aim is to encourage future research to examine how a ‘business systems’, or varieties of capitalism, institutional perspective can complement the analysis of sustainability and climate change strategies in IB and GVC studies.

In 2001, the Intergovernmental Panel on Climate Change's Third Assessment Report revealed an important increase in the level of consensus concerning the reality of human-caused climate warming. The scientific basis for global warming has thus been sufficiently established to enable meaningful planning of appropriate policy responses to address global warming. As a result, the world's policy makers, governments, industries, energy producers/planners, and individuals from many other walks of life have increased their attention toward finding acceptable solutions to the challenge of global warming. This laudable increase in worldwide attention to this global-scale challenge has not, however, led to a heightened optimism that the required substantial reductions in carbon dioxide (CO2) emissions deemed necessary to stabilize the global climate can be achieved anytime soon. This fact is due in large part to several fundamental aspects of the climate system that interact to ensure that climate change is a phenomenon that will emerge over extensive timescales.

Although most of the warming observed during the 20th century is attributed to increased greenhouse gas concentrations, because of the high heat capacity of the world's oceans, further warming will lag added greenhouse gas concentrations by decades to centuries. Thus, today's enhanced atmospheric CO2 concentrations have already “wired in” a certain amount of future warming in the climate system, independent of human actions. Furthermore, as atmospheric CO2 concentrations increase, the world's natural CO2 “sinks” will begin to saturate, diminishing their ability to remove CO2 from the atmosphere. Future warming will also eventually cause melting of the Greenland and Antarctic ice sheets, which will contribute substantially to sea level rise, but only over hundreds to thousands of years. As a result, current generations have, in effect, decided to make future generations pay most of the direct and indirect costs of this major global problem. The longer the delay in reducing CO2 and other greenhouse gas emissions, the greater the burden of climate change will be for future life on earth.

Collectively, these phenomena comprise a “global warming dilemma.” On the one hand, the current level of global warming to date appears to be comparatively benign, about 0.6°C. This seemingly small warming to date has thus hardly been sufficient to spur the world to pursue aggressive CO2 emissions reduction policies. On the other hand, the decision to delay global emissions reductions in the absence of a current crisis is essentially a commitment to accept large levels of climate warming and sea level rise for many centuries. This dilemma is a difficult obstacle for policy makers to overcome, although better education of policy makers regarding the long-term consequences of climate change may assist in policy development.

The policy challenge is further exacerbated by factors that lie outside the realm of science. There are a host of values conflicts that conspire to prevent meaningful preventative actions on the global scale. These values conflicts are deeply rooted in our very globally diverse lifestyles and our national, cultural, religious, political, economic, environmental, and personal belief systems. This vast diversity of values and priorities inevitably leads to equally diverse opinions on who or what should pay for preventing or experiencing climate change, how much they should pay, when, and in what form. Ultimately, the challenge to all is to determine the extent to which we will be able to contribute to limiting the magnitude of this problem so as to preserve the quality of life for many future generations of life on earth.

Tourism is a rapidly growing economic sector that contributes significantly to national and local economies globally. Tourism growth in any destination largely depends on the weather and climate, considered prime factors affecting global tourist flows. Global South countries are said to be particularly vulnerable to climate change, owing to their limited adaptation capacity, placing them at greater risk of the impacts of climate change. This adaptive capacity is mainly attributed to a lack of capital intensity and technological flexibility, which is less effective than in developed countries. In addition to a lack of capacity to adjust to the direct hazards of climate change, developing countries are at additional risk due to their heavy reliance on economic sectors and resources sensitive to climate change, such as tourism. An enhanced understanding of climate change's impacts and adaptations to climate change is critical for determining strategic actions for tourism planning and development. This chapter provides a theoretical review of tourism and adaptation strategies, challenges and the dimensions of vulnerability in a tourism context, as well as the implications of climate change on tourism planning in the future. This chapter discusses the impact of climate change on tourism in the Global South, examining case studies and policy frameworks for adaptation and mitigation. It further explores opportunities for sustainable tourism development and partnerships for climate-resilient tourism. Overall, the chapter focuses on the challenges and opportunities for sustainable tourism in the Global South in the face of climate change.