58 research outputs found
Leading Global Teams
Global
teams
that
are
characterized
by
national,
cultural
and
linguistic
heterogeneity
and
operate
in
a
globally
dispersed
virtual
environment
are
becoming
an
established
form
of
organizing
work
in
multinational
organizations.
As
global
team
leadership
research
is
rather
limited,
we
review
the
literature
on
leading
multicultural
and
virtual
teams
in
a
global
context,
focusing
on
leadership
competencies,
styles,
strategies
and
modes.
We
also
examine
the
emergent
concepts
of
biculturalism,
global
mindset
and
cultural
intelligence
with
respect
to
team
leaders.
Our
aim
is
to
add
to
our
knowledge
of
leading
global
teams,
highlight
recent
trends
and
suggest
directions
for
future
research.
Three
themes
for
global
team
leadership
emerged:
leaders
as
boundary
spanners,
bridge
makers
and
blenders;
people-oriented
leadership;
and
leveraging
diversity.
We
discuss
implications
for
research
and
practice
Das Potenzial von Werbe- und Informationsvideos in der Vermarktung von Bio-Lebensmitteln
Die, in einer computergestützten Erhebung befragten, Bio-Akteur*innen sahen ein großes Potenzial in der Nutzung von Videos, um die Nachfrage nach Bio-Lebensmitteln zu erhöhen. Insbesondere informative Videos mit Fakten zu Produktionsmethoden und Umweltwirkungen wurden als hilfreich angesehen
Communication and culture in international business – Moving the field forward
The centrality of communication in international business (IB) is undeniable; yet our understanding of the phenomenon is partially constrained by a cross-cultural comparative focus as opposed to intercultural, process-oriented research designs that capture the dynamic nature of communicative interactions. Our brief review of studies at the intersection of culture and communication in the context of global work interactions reveals the dominant research trends that guided IB scholarship to date in this domain. We propose eight shifts in perspective to advance the field\u27s theorizing and create avenues for further research
An Opportunity for East and West to Share Leadership: A Multicultural Analysis of Shared Leadership Preferences in Global Teams.
This study investigates the relationship between cultural values and shared
leadership preferences, using a sample of 357 potential globally dispersed team members.
A signi
fi
cant positive relationship between both horizontal individualism and horizontal
collectivism and shared leadership preferences is identi
fi
ed. We also
fi
nd signi
fi
cant dif-
ferences in individual-level cultural values between Asian and non-Asian respondents.
Shared leadership preferences exhibited fewer differences, suggesting the possibility for
sharing leadership in multicultural teams. Our
fi
ndings add to the literature by detailing
the relationship between cultural values and shared leadership preferences, and furthering
our understanding of contemporary team leadership preferences among Asians and non-
Asians
Special issue of International Journal of Human Resource Management: The benefits of global teams for international organizations: HR implications
The abstract is included in the articl
The new millennial global leaders : what a difference a generation makes!
Our observations of successful global leaders in much of the literature to date are drawn from individuals who began their careers before the effects of globalization began to be felt signifi-cantly. However, times are changing, along with an understanding about leading and being led by a new generation of workers. In this chapter, we analyse and reflect on our current knowl-edge of the generation born in the global era that is now emerging into positions of leadership. In the popular media, this cohort, born between 1982 and 2004 (Strauss & Howe, 1991),1is known as Generation Y (Sheahan, 2005), Generation Next (Zemke, Raines, & Filipczak, 2000), Generation Net (Tapscott, 2009), Generation Me (Twenge, 2006), Trophy Kids (Alsop, 2008), Generation Whine (Bennet, 2012), and the Millennial Generation (Hershatter & Epstein, 2010; Howe & Strauss, 2000). In this chapter we will use the label ‘Millennial generation’ and refer to individuals as ‘Millennials
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Linking institutional context to the community and career embeddedness of skilled migrants: the role of destination- and origin-country identifications
Migration is one of the most pressing global issues of our time. However, relatively little is known about the factors and mechanisms that govern the post-migration experiences of skilled migrants. We adopt an acculturation- and social identity-based approach to examine how differences between institutional characteristics in the destination and origin country, as well as migrants’ experiences with formal and informal institutions shape their identification with the destination and origin country and contribute to their community and career embeddedness. Our study of 1709 highly skilled migrants from 48 origin countries in 12 destination countries reveals that the institutional environment migrants encounter provides both sources of opportunity (potential for human development and value-congruent societal practices) and sources of disadvantage (experienced ethnocentrism and downgrading). These contrasting dynamics affect migrants’ destination-country identification, their origin-country identification and, ultimately, their embeddedness in the destination country. Our results have important implications for multinational enterprises and policy makers that can contribute to enhancing skilled migrants’ community and career embeddedness. For example, these actors may nurture a work environment and provide supportive policies that buffer against the institutional sources of disadvantage we identified in this study, while helping migrants to leverage the opportunities available in the destination country
Interpersonal leadership across cultures : a historical expose and a research agenda
Culture has a profound impact on interpersonal leadership, which refers to an everyday type of leadership involving leader interaction with subordinates. Typical interpersonal leadership actions include empowering, providing support and development, directing, following-up and giving feedback, as well as communicating and encouraging collaboration in teamwork. In early comparative leadership studies, variation in leadership behavior across countries was assumed to be due to cultural differences. This assumption was later empirically supported by cross-cultural leadership research. As leadership behaviors in multi-country studies did not demonstrate similar associative patterns regarding interpersonal leadership in different countries, the use of mainstream single-country derived leadership meta-categories was invalidated. New reliable, robust and culturally endorsed interpersonal leadership dimensions were developed and measured in large-scale, multi-country studies. These emerged from different perspectives: that of leader-centeredness measuring ideal leadership prototypes, and that of employee-centeredness, where subordinate preferences for interpersonal leadership are essential to granting the leader the "License to Lead." Deliberations on fundamental issues in studying interpersonal leadership across national borders in combination with contemporary trends, such as distance leadership, global virtual teams and intersectionality, led to the formulation of research implications and a research agenda for a better understanding of interpersonal leadership in the future
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