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Bird strike risk (BSR) evaluation is a significant part of the avian radar system worldwide installed and operated at airports. The paper aims to discuss these issues.

This paper proposed a method using the real-time avian radar data to evaluate BSR with the estimations of bird strike probability and severity. The probability estimation model considered the attributes of the relative positions of the flock and the runway, the altitude of the flock and the aircraft, the flight path of the aircraft, and the ability of the bird species to avoid collision. The severity was estimated by the combination of the Delphi method and the analytic hierarchy process (AHP), called DAHP, which took full advantage of the expert knowledge and quantitative calculation.

The model was tested successfully on the simulated data at Beijing Capital International Airport (BCIA) with three runways and real data at Beihai Fucheng Airport (BFA) with one runway.

The BSR evaluation model was specifically designed for the airports with avian radars. It enabled the airport managers to objectively evaluate the risk in real time and to take effective measures.

The proposed BSR evaluation model was constructed with the real-time features of birds and aircraft based on the DAHP framework, providing scientific guidance for aviation safety and environmental management at the airport.

Based on a review of multiple literatures, a comprehensive content domain of essential intercultural competencies for effective global leaders is presented. This domain is then used to guide the development of the Global Competencies Inventory (GCI), a 160-item self-report measure that assesses the degree to which individuals possess the intercultural competencies that are associated with global leader effectiveness. Using sample sizes ranging from several hundred to nearly 9,000 subjects, evidence from several studies is presented showing the GCI to have convergent validity, predictive validity, and freedom from demographic and ethnic subgroup biases. Implications for theory and future research are also discussed.

While international learning programs have received a great deal of attention and have been found to provide valuable learning experiences for participants interested in developing global leadership competencies (GLCs), they are resource-intensive and variably effective. This chapter examines the relatively unexplored use of assessment center (AC) methodology as a complementary avenue for developing students’ GLCs. Scholarly literature sources pertaining to GLCs and their development, experiential learning theory, and AC methodology are reviewed to develop a conceptual model and propositions related to participants’ learning in an AC designed to develop GLCs. An example is described of one university’s design and facilitation of an AC used to develop students’ GLCs. The role of AC methodology, along with international and other learning experiences for developing students’ GLCs, and recommendations for future research, are discussed.

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.

Over the past 2 decades CEO surveys have consistently identified a shortage of global leadership capability as a limiting factor in global expansion. At the same time, business schools have also come to recognize the need to develop global leadership in their graduates. The Global Leadership Expertise Development (GLED) model proposes a framework and process for developing global leadership competencies in a corporate setting. We describe how we applied this model in a higher education context, in the process transforming a more common approach to international business (IB) education into an experientially-intensive global leadership development program. Adopting elements of Kolb’ experiential learning theory (ELT) as well as concepts of instructional scaffolding and “red threads,” the program emphasizes personal development. Early analysis of the program’s impact points to substantial progress in developing global leader competencies in undergraduate business students.

Although the term “trigger event” is commonly accepted and frequently mentioned by many disciplines in conjunction with sensemaking, research attention on the trigger event construct is sorely lacking. We chose to examine this construct within a specific setting that global leaders have to master – the intercultural context. After reviewing the relevant literature, we created an original model of trigger events and sensemaking in the intercultural context, which is accompanied by propositions that determine the likelihood of an event rising to the level of a trigger. It is our hope that this theoretical model will lead to a better understanding of how trigger events function in general. The chapter contributes to a greater understanding of the cognitive element of global leadership effectiveness. Finally, the model has practical implications for intercultural and global leadership training and executive coaching.

Struggling economies provide an interesting venue for international management researchers to build and test theory. Struggling economies are characterized by conflict and confrontation between established forces trying to impose conformity and emerging forces seeking variety. Economies once healthy, but in sustained recession, are also fertile sites for exploring the conflict between problem-solving based on traditionally, but no longer, successful strategies and new solutions brought in from outside. Struggling economies also present opportunities for examining the interaction between people and structures, where established relationships are open to question. This volume explores change in one struggling economy – Japan. In doing so, it seeks to draw from the experience of Japanese companies in extending international management theory beyond the boundaries of that one country.

This commentary focuses on Carlos Ghosn’s trajectory at Nissan through the lens of the Japanese sociocultural context. This approach highlights the issues of Japanese identity, orientation toward trust, and organizational practices, providing a fuller and slightly different explanation for what occurred. In addition to Ikegami and Maznevski’s argument that global leaders have their limits and make errors, the author contends that overly demanding global leadership roles sometimes place impossible burdens on global leaders, suggesting that there might be a limit to global leadership itself.