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1 – 10 of over 29000From the competency point of view, this article aims to review and discuss existing global leadership and other related literature, and to combine findings and suggestions…
Abstract
Purpose
From the competency point of view, this article aims to review and discuss existing global leadership and other related literature, and to combine findings and suggestions provided in previous literature in a more integrative framework of global leadership competencies.
Design/methodology/approach
The paper reviews and discusses the terminology used in the international global leadership literature. This is followed by a review of the main outcomes of previous research. Finally an attempt is made to combine these outcomes into a more integrative framework of global leadership competencies, offering suggestions for further research.
Findings
This paper provides information about previous research, integrating earlier findings into a more comprehensive framework of global competencies. It also discusses deficiencies in use of terminology and research methods used in earlier studies giving suggestions for further research.
Research limitations/implications
The references used for this review are not an exhaustive list and majority of them are drawn from American journals publishing within the topic area. Relevant sources of information may also exist in other domains of scientific inquiry.
Practical implications
The framework provided in this paper incorporates main findings of previous research and, as such, it may serve as a starting point for practitioners in planning of different selection, training, and career development activities, and for academics in starting their research.
Originality/value
This paper fulfils an identified information/resource need.
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The globalization of business has challenged companies to rethink their strategies, structures, and necessary competencies of managers. The existing studies indicate that…
Abstract
The globalization of business has challenged companies to rethink their strategies, structures, and necessary competencies of managers. The existing studies indicate that typically companies do not have enough leaders within global competencies and that competition for such resources will be even more intensive in the future. The basic prerequisite for the selection and development of global managers is that the necessary competencies of global managers are understood. On the other hand, it has been argued that this is not yet the case and thus companies do not know what competencies they should focus on. Similarly, it has been argued that the development of international competencies is not a well‐advanced process within companies. The research on these areas is still scarce. In the present paper, the literature on these areas is reviewed and, on the basis of this review, further research needs are identified.
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Tineke Cappellen and Maddy Janssens
This study aims to empirically examine the career competencies of global managers having world‐wide coordination responsibility: knowing‐why, knowing‐how and knowing‐whom career…
Abstract
Purpose
This study aims to empirically examine the career competencies of global managers having world‐wide coordination responsibility: knowing‐why, knowing‐how and knowing‐whom career competencies.
Design/methodology/approach
Based on in‐depth interviews with 45 global managers, the paper analyzes career stories from a content analysis approach. Data were collected in three organizations operating in a transnational environment.
Findings
Knowing‐why competencies sought for in the position of global manager relate to work‐life balance, international exposure, professional identification, center of decision making, career progression and search for challenge. The knowing‐how competencies developed from the position of global manager relate to operational skills and general business understanding. In terms of knowing‐whom competencies, the findings indicate that respondents used their professional networks and personal networks to obtain the position of global manager.
Research limitations/implications
The study is limited by its reliance on global managers' career stories and the restriction of the sample to global managers working at headquarters.
Practical implications
The study concludes by discussing managerial implications that match the findings in terms of the three career competencies.
Originality/value
The study suggests that global managers' career competencies act as motivators, outcomes as well as means to make career moves. It also indicates the primacy of knowing‐why competencies in global managers' career capital.
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This paper aims to contribute to the understanding of the concept of “global management competencies”.
Abstract
Purpose
This paper aims to contribute to the understanding of the concept of “global management competencies”.
Design/methodology/approach
An extensive review of most of the relevant literature on global management competencies was done. By investigating four constructs, i.e. the global mindset, cross‐cultural competence, intercultural sensitivity and cultural intelligence, all related to “global management competencies” the authors made an in‐depth investigation of the contributing organizational behaviour components, the knowledge, skills, abilities, and other personality characteristics (the KSAOs), useful for a construct of global management competencies.
Findings
A configuration of the above components as an integrative model was developed. This model could serve as the basis for the development of measurement instruments.
Originality/value
The construct of global management competencies, albeit with different labels and in different disguise, has received a lot of attention in the last two decades but has not been conceptualised satisfactorily. This article is an attempt to do so.
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This paper aims to understand how these competencies gained will help human resource (HR) leaders become more strategic about when and how to use global mobility for talent…
Abstract
Purpose
This paper aims to understand how these competencies gained will help human resource (HR) leaders become more strategic about when and how to use global mobility for talent development.
Design/methodology/approach
In this paper, the author defines the construct of cultural agility and describes the theoretical mechanisms through which employees can gain cultural agility through culturally novel situations such as global mobility. Cultural agility enables individuals to work comfortably and effectively with people from different cultures and in situations of cultural novelty. People with cultural agility have task-management competencies (cultural minimization, adaptation and integration), self-management competencies (tolerance of ambiguity, resilience, curiosity) and relationship-management competencies (humility, relationship building and perspective taking).
Findings
This study aims at focusing on the development of cultural agility, this paper focuses on four cascading features of a culturally novel experience that can help individuals gain this competence: (1) the level of cultural novelty in the experience, (2) the readiness of an individual for that level of cultural novelty, (3) the individual's level of awareness of the cultural norms and values inherent in the culturally novel experience and (4) the level of social support offered to that individual to learn how to understand and respond in that experience.
Originality/value
Each feature is discussed, concluding with the implications for future research and practitioners in global mobility and talent development.
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Robert Steven Terrell and Katherine Rosenbusch
Globalization is driving an increased need for leaders who possess global leadership competencies that enable them to lead effectively. The purpose of this paper is to explore the…
Abstract
Purpose
Globalization is driving an increased need for leaders who possess global leadership competencies that enable them to lead effectively. The purpose of this paper is to explore the developmental experiences of global leaders in order to understand the experiences that they report to be developmental, to understand what they learned from their experiences, and to explore how the leaders learned and developed from the experiences.
Design/methodology/approach
For this study, the researcher used Moustakas's phenomenological research method.
Findings
Conclusions indicate that global leaders: develop through first-hand global leadership experience; learn the importance of cultural sensitivity, relationships and networks, and curiosity or desire to learn; require a unique set of global leadership competencies; are driven by curiosity, openness, and a desire to learn; and develop and learn intuitively.
Originality/value
Utilizing a phenomenological research approach yielded new insight, from the perspective of the global leader, into how global leaders learn and develop the knowledge, skills, attitudes, motives or values, and mindsets that are important to their role, and suggested areas for further research. The findings of the study are useful in identifying implications for improving or adding to the methods, approaches, and tools organizations use to develop global leadership competencies.
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Allan Bird, Mark Mendenhall, Michael J. Stevens and Gary Oddou
Research on expatriation and global leadership has been characterized by wide variations in defining what constitutes intercultural competence. Greater progress can be achieved if…
Abstract
Purpose
Research on expatriation and global leadership has been characterized by wide variations in defining what constitutes intercultural competence. Greater progress can be achieved if a comprehensive definition of the intercultural competence domain can be established, particularly with regard to the specific context of global leadership. This paper aims to focus on the issues.
Design/methodology/approach
The authors conduct an extensive review of the global leadership and expatriation literatures, integrating and synthesizing prior theoretical and empirical efforts to develop a comprehensive domain definition for intercultural competence in the context of global leadership.
Findings
The domain of intercultural competence in the context of global leadership comprised three dimensions – perception management, relationship management and self management. Each dimension is characterized by facets that further delineate aspects of intercultural competence.
Research limitations/implications
The domain definition of intercultural competence for global leadership appears to be well supported in prior theoretical and empirical work focusing on expatriation and global leadership; however that work was fragmented in nature. A test of the comprehensive model, i.e. all three dimensions and 17 facets, is called for, as well as the validation of an instrument that measures them.
Originality/value
The paper integrates and synthesizes the extensive body of theoretical and empirical work related to intercultural competence and clearly establishes the content domain, thereby enhancing the efficacy of future theoretical and empirical efforts.
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The purpose of this paper is to explore the human capital (HC) expatriates require and develop during an international assignment (IA) to work effectively and live contentedly in…
Abstract
Purpose
The purpose of this paper is to explore the human capital (HC) expatriates require and develop during an international assignment (IA) to work effectively and live contentedly in a host country.
Design/methodology/approach
Qualitative research entailing interviews with 78 expatriates and repatriates across the globe, investigating the competencies they developed and the HC they gained during their IAs.
Findings
Five interrelated competence clusters were derived: cultural competence (CC); interpersonal competence; intrapersonal competence; global business competence; global leadership competence, each containing competencies crucial for expatriate success.
Research limitations/implications
This study relied on self-reports by expatriates and repatriates. Future research should also include senior/line managers and chief human resource officers from a range of organizations across the world to gather their assessments on the competencies and HC of expatriates and repatriates.
Practical implications
Line/HR managers can use the designed “Expatriate/Repatriate Human Capital model” to assess an individual's overall readiness and capacity to perform effectively in a foreign country and culture and consecutively identify and select the right candidates to undertake IAs.
Originality/value
This paper contributes to the literature by presenting a HC model called the “Expatriate and Repatriate Human Capital Model; the body of competence”. The model identifies and defines the competencies/knowledge, skills, abilities and other characteristics (KSAOs) required for intercultural effectiveness and expatriate success and serves as a tool for the selection, training, development and performance evaluation of expatriates and repatriates, in order to aid the accomplishment of individual and organizational objectives.
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Global corporate strategy has moved faster than global leadership development in many companies. This outcome has created some leadership problems: global companies may not have…
Abstract
Purpose
Global corporate strategy has moved faster than global leadership development in many companies. This outcome has created some leadership problems: global companies may not have enough leaders in their growth markets or leaders with the required global competencies in their headquarters. The purpose of this paper is to offer some concepts that may help companies tackle those problems.
Design/methodology/approach
This paper has a conceptual basis. It draws on previous theoretical knowledge on global leadership development and the experience of some leadership programs in global companies.
Findings
The first is that global leadership competencies should be based on the functions that global leaders need to perform and their specific context, not on some theoretical notions isolated from the business context. The second is the need for alignment of global leadership development with the firm's purpose and strategy. The third is that CEOs’ commitment is a key factor in making global leadership initiatives successful.
Research limitations/implications
This is a conceptual paper based on business experience. It needs to be complemented with additional empirical work.
Practical implications
Global leadership development should be based on real global business functions. Global leadership development should be aligned with the firm's purpose and strategy and its success depends on CEOs’ commitment.
Originality/value
The study of global capabilities needs to observe what happens in companies that have global leadership programs. Global leadership development takes place in specific organizations. This paper gets theory closer to the practice of global leadership development.
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Sasiprapa Chaiprasit and Fredric William Swierczek
The purpose of this paper is to identify the influence of competitiveness, strategic direction (SD), and competencies on the level of globalization and technology development in…
Abstract
Purpose
The purpose of this paper is to identify the influence of competitiveness, strategic direction (SD), and competencies on the level of globalization and technology development in Thai firms from the executive perspective.
Design/methodology/approach
A pilot survey of 64 respondents in executive MBA programs was employed to identify the strategic factors that influence globalization and technology development.
Findings
The analysis specified important factors linked to SD, strategic management competencies, and global actions related to globalization performance and technology development. To achieve a better global performance and business development, Thai companies should adopt global standards, select potential international partners, use cross‐national projects, and focus more on the level of globalization of their operations. Top managers in strategy or business operations in high‐performing firms perceive a significantly higher globalization performance and technology development.
Research limitations/implications
The survey was limited to the perceptions of executive participants in Thailand using a survey only in English.
Practical implications
Thai executives need more effective strategic approaches to compete in the global marketplace and to determine the appropriate strategies to achieve a global level of performance and increased technology competence.
Originality/value
The paper shows that the strategic competencies and global competencies of executives play a significant role in firms' level of global performance and technology development. These competencies support effective strategies to improve the competitiveness of Thai companies on a global level.
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