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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 paper, which is conceptual in both nature and approach, builds on a recent contribution to the theorization of “globalization” and seeks to utilise the framework developed therein to help promote a more complex conceptual understanding of the potential implications of how business operates and responds to these challenges in a global environment. The paper aims to discuss these issues.

The paper draws primarily on a heuristic framework developed by O'Byrne and Hensby that reviews eight models of global change. In this paper, the authors review and give consideration to the relationship between these models and business practice and contend that this relationship is far more complex than the majority of the current literature in the business and management field represents. Within the paper, the authors explore and discuss the dynamics of the eight models of “globalization” and assess the potential implications for business practice of working within these often conflicting and contradictory paradigms of “globalization”. As part of this review, the authors consider the strategic implications of “globalization” for business practice and propose a conceptual model with eight strategic options which are aligned to the eight models of global change.

The paper presents a tentative heuristic framework seeking to align the eight models of global change with strategic options that companies might peruse in response to the global forces for change. The paper concludes by advocating a more integrative and complex understanding of globalization than is currently the case and identifies potential for further research in this area.

The paper develops a conceptual framework for assessing the challenges that processes of globalization present to business. The paper places a particular emphasis on considering the strategic implications of the various models of global change and offers a tentative framework for further debate and discussion.

Strategic analysis in a global setting involves competition in industries that extend across national boundaries and among firms with different national home bases that may tap into strategic resources in more than one location. Such analysis involves multiple levels: the global order, the global industry, individual countries, the firm (and its ecosystems), and specific activities within the firm. The international business (IB) field, during these three decades, has developed useful analytical frameworks for each of these levels, but integrating them across these levels has often been a challenge. The key integrating concept is value: how is value created, captured, and delivered. As the IB environment becomes more volatile and unpredictable, the importance of identifying and integrating useful frameworks for conducting global strategic analysis is even greater.

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 health sector is increasingly dynamic and complex, in which (strategic) change has become a constant in the sector's adaptation to different challenges. This study aims to meet the need to understand which trends in the literature on strategic change in the health sector and which elements comprise it.

To advance research in this area, the authors systematically review 285 articles collected from the Scopus database. The authors conducted a bibliometric analysis using the VOSviewer software by applying the bibliographic matching method to understand how these articles were grouped and thus characterise the literature trends.

Through a systematic literature review (SLR), this study analyses the various lenses of literature on strategic change in the context of the health sector, classifying and conceptually mapping existing research into four thematic groups: key factors in strategic change, theories and models underlying strategic change, decentralisation in strategic change and the challenges to strategic change in this millennium.

The trends in the literature on strategic change in the health sector explore strategic change from different perspectives. Key features in strategic change suffered reciprocal influence from the theories/models of strategic change and decentralisation of health care so that the health sector could define strategies to respond to the challenges it faced.

The health sector has been in great prominence worldwide, specifically due to the recent events that have occurred on a planetary scale. Therefore, a systematic review is essential to help understand the strategic changes that have occurred in the health sector and their impact. The authors did not find any SLR that focuses on global strategic changes in the health sector, so this study will fill this gap, systematising the main topics on strategic change in the health sector. The authors also suggest an integrative research framework and a future research agenda.

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.

Tourist destinations are constantly changing products, evolving as per the controls exerted by the stakeholders. The study aims to map the pattern of tourism development and identify the strategies formed at the destination over a seven-decade period for a state as a unit of analysis.

The paper evaluates tourism development through the tourism area life cycle (TALC) model and uses Mintzberg's strategy analysis process to identify strategies. The study involves time series analysis, pattern matching and explanation-building techniques. The TALC is plotted for the number of tourist arrivals from 1947 to 2019, and strategies are mapped for each stage.

The TALC shows a cycle-recycle pattern of tourism development. The research revealed several strategies at different stages. Both the central and state governments and entrepreneurs, distinctively and in conjunction, have formed strategies. The pattern shows the period of piecemeal and global strategic changes contributing to tourism development.

The research unearths the strategies that drive the development curves of TALC, emphasising the integration of TALC with other theories. The research also assesses the strategy formed in the pre-tourism stage.

The research brings to light the use of TALC as a strategic road-mapping tool. In addition, the study emphasises the significance of global and piecemeal strategic periods and stakeholder's regulatory and operational roles.

The research uses a unique methodology that maps the strategies, periods of strategic changes and incremental strategies for each stage of TALC, along with identifying the stakeholders.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The difficulties in managing change globally in a large company will be familiar to many people – not least because when it goes wrong, it is also highlighted globally across business news networks and eventually in MBA classrooms. There is the example of a “world car” given a name that meant “doesn’t go” in Spanish, or the internal process with an unfortunate sounding acronym in Chinese. All these examples exemplify the major headaches that can be created when any change is made throughout a multi-cultural entity.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.

During the past decade, the Regional Bell Operating Companies have been confronted with continuing deregulation and new internationalization opportunities. We suggest that their strategic moves regarding internationalization are linked to specific internal and external contingencies. A pooled time series approach is employed to analyze the effects of the composition of the board of directors (insiders versus outsiders), core business home regulatory environment, and core business growth on the respective internationalization strategies of these firms. A stringent regulatory environment was found to be significantly associated with increased internationalization. Contrary to expectations, inside board members were also significantly associated with increased internationalization. Theoretical explanations and management implications are discussed.