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J. S. Osland, M. E. Mendenhall, B. S. Reiche, B. Szkudlarek, R. Bolden, P. Courtice, V. Vaiman, M. Vaiman, D. Lyndgaard, K. Nielsen, S. Terrell, S. Taylor, Y. Lee, G. Stahl, N. Boyacigiller, T. Huesing, C. Miska, M. Zilinskaite, L. Ruiz, H. Shi, A. Bird, T. Soutphommasane, A. Girola, N. Pless, T. Maak, T. Neeley, O. Levy, N. Adler and M. Maznevski
As the world struggled to come to grips with the Covid-19 pandemic, over twenty scholars, practitioners, and global leaders wrote brief essays for this curated chapter on…
As the world struggled to come to grips with the Covid-19 pandemic, over twenty scholars, practitioners, and global leaders wrote brief essays for this curated chapter on the role of global leadership in this extreme example of a global crisis. Their thoughts span helpful theoretical breakthroughs to essential, pragmatic adaptations by companies.
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…
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.
Despite many studies that aim to argue, develop and position the concept of psychological contracts, few have explored how a psychological contract may be applied to…
Despite many studies that aim to argue, develop and position the concept of psychological contracts, few have explored how a psychological contract may be applied to safety in the construction industry. A psychological contract of safety (PCS) describes an individual's conceptualized belief that relates to mutual safety obligations, drawn from explicit or implicit promises of associated workers or its supervisor. This study investigates safety practices on construction sites through the lens of the widely applied and researched psychological contract theory emanating from a business paradigm.
The process of validating a PCS scale within the construction industry required the collection of data from a mega-construction project in Sydney, Australia. A quantitative methodology was used to collect data from 352 construction workers through a survey instrument designed to reveal their perception of procedures, policies and practices. Structural equation modelling (SEM) was used to ensure data reliability and data validity of the survey findings together with goodness of fit of PCS model.
The findings showed the presence of a PCS in a construction safety setting examined. A two-factor model underlying aspects, namely employer and employee obligations was recommended since the four-factor model, including relational and transactional components of both parties' safety obligations, could not be validated due to the discriminant validity associated with the particular constructs.
Conceptualizing the extant PC theory as a framework from which to leverage safety management initiatives brings a new approach to construction safety studies, revealing the influential role of supervisors in interpreting safety practices. The research aimed to identify safety obligations, which are influential in the development of PSC scale, further the research provides an explanation as to how a PCS may be contextualized in the construction industry.
In this section, we offer a careful and systematic review of the theoretical and empirical studies relating to global mindset that have been published in books and…
In this section, we offer a careful and systematic review of the theoretical and empirical studies relating to global mindset that have been published in books and peer-reviewed journals. This review includes studies that use differing terms to refer to the idea of global mindset but consider the same general concept. At the same time, we exclude studies that do not specifically pertain to global mindset but concentrate on such areas as global leadership, expatriates, and expatriation, even though they may focus on similar underlying themes found in the global mindset literature. We then identify two fundamental themes in the global mindset literature – cosmopolitanism and cognitive complexity – and use these concepts to develop a new integrative approach to global mindset.
This paper explores the empirical relationships between the global orientation of the top management team, geocentrism of the staffing and promotion system, and boundary…
This paper explores the empirical relationships between the global orientation of the top management team, geocentrism of the staffing and promotion system, and boundary spanning structures and processes with the individual outcome variables of employee commitment to, and excitement about, their job and organization in ten units of two highly diversified high-technology Japanese multinational corporations. The results from the study show that employee perceptions of the top management team’s global orientation, geocentrism, and boundary spanning structures and processes influence individual attitudes of employees in Japanese MNCs. The implications of these results for further research and managerial practice are discussed.
Karsten Jonsen, Zeynep Aycan, Iris Berdrow, Nakiye A. Boyacigiller, Mary Yoko Brannen, Sue C. Davison, Joerg Dietz, Julia Gluesing, Catherine T. Kwantes, Mila Lazarova, Svjetlana Madzar, Mary M. Maloney, Martha Maznevski, Edward F. McDonough, Sully Taylor, David C. Thomas and Todd J. Weber
We conceptualize new ways to qualify what themes should dominate the future international business and management (IB/IM) research agenda by examining three questions…
We conceptualize new ways to qualify what themes should dominate the future international business and management (IB/IM) research agenda by examining three questions: Whom should we ask? What should we ask, and which selection criteria should we apply? What are the contextual forces? Our main findings are the following: (1) wider perspectives from academia and practice would benefit both rigor and relevance; (2) four key forces are climate change, globalization, inequality, and sustainability; and (3) we propose scientific mindfulness as the way forward for generating themes in IB/IM research. Scientific mindfulness is a holistic, cross-disciplinary, and contextual approach, whereby researchers need to make sense of multiple perspectives with the betterment of society as the ultimate criterion.