In the preceding two sections of this volume, we have examined some of the foundations of global leadership as well as cross-cultural perspectives. In this section we examine some…
Abstract
In the preceding two sections of this volume, we have examined some of the foundations of global leadership as well as cross-cultural perspectives. In this section we examine some of the processes, practices and developmental issues surrounding global leadership. As noted in the introduction to this volume, the placement of chapters in one of the three sections was somewhat arbitrary since all three sections are interrelated. The chapters in this section – by Elaine B. Sloan, Joy F. Hazucha and Paul T. Van Katwyk; John Hofmeister and Sarah Parker; and by Don D. Davis and Janet L. Bryant – could easily have been included in the Foundations section. The chapters by Joseph J. DiStefano and Martha L. Maznevski and by Linda E. Laddin could easily have been included in the Cross-Cultural Perspectives section. As we review these chapters, we will draw attention to the interrelationships with the other two sections.
Kibok Baik is a professor of management at the College of Business and Economics, and Head of Strategic Leadership Center, Kookmin University, Seoul, Korea. He earned his Ph.D. in…
Abstract
Kibok Baik is a professor of management at the College of Business and Economics, and Head of Strategic Leadership Center, Kookmin University, Seoul, Korea. He earned his Ph.D. in organizational behavior from the University of Houston. His research interests focus on leadership, cross-cultural issues, and human resource development in multinational corporations. He currently advises dozens of firms in Korea.John W. Boudreau, Ph.D., Professor of human resource studies at Cornell University is recognized worldwide for breakthrough research on the bridge between superior human capital, talent and sustainable competitive advantage. His research has received the Academy of Management’s Organizational Behavior New Concept and Human Resource Scholarly Contribution awards. He consults and conducts executive development with companies worldwide and has published more than 40 books and articles, including the best-selling Human Resource Management (Irwin, 1997), now in its eighth edition in multiple languages worldwide. In addition to HR metrics, Dr. Boudreau’s large-scale research studies and highly focused qualitative research have addressed decision-based HR, executive mobility, HR information systems and organizational staffing and development. Winner of the General Mills Award for teaching innovations, Dr. Boudreau also founded the Central Europe Human Resource Education Initiative, and directed the Center for Advanced Human Resource Studies (CAHRS).Janet L. Bryant is a doctoral student in the Ph.D. program in industrial and organizational psychology at Old Dominion University. Her research interests include leadership, virtual work and cross-cultural issues. She completed her undergraduate degree at the University of Tennessee-Knoxville.Maxine Dalton is an industrial/organizational psychologist who received her education at the University of South Florida. Her research interests include adult learning and executive development. Her current research is on leadership and social identity conflict in organizations. She has published numerous book chapters, articles and a recent book on global leadership.Donald D. Davis received his Ph.D. in psychology from Michigan State University in 1982, where he also served as assistant director of the Center for Evaluation and Assessment. He has been a professor of organizational psychology at Old Dominion University since that time. He served for seven years as director of the Ph.D. Program in Industrial and Organizational Psychology and has served as a member of the board of directors of the Institute for Asian Studies since its creation in 1989. He has been awarded two Fulbrights – Asian Scholar in Residence (with Zhong-ming Wang, Hangzhou University – now Zhejiang University – Hangzhou, China) and Senior Scholar (Wuhan University, Wuhan, China). He has also held a visiting appointment at the University of Virginia. His research interests include virtual organizations, organization change, technological innovation, cross-cultural organization and management practices, and Chinese organizations. He has published one book and a number of papers on these topics.Jennifer J. Deal is a Research Scientist at the Center for Creative Leadership in San Diego, California, concentrating on global leadership and managing the Emerging Leaders project, which focuses on generational issues in the workplace. She has published a number of articles on topics including generational issues in the workplace, working globally, executive selection, and women in management, and a recent book on global leadership. She holds a B.A. from Haverford College, and a Ph.D. in industrial/organizational psychology from The Ohio State University.Daniel Denison is Professor of Management & Organization at the International Institute for Management Development (IMD) in Lausanne, Switzerland and is the Founder of Denison Consulting in Ann Arbor, Michigan, USA. He is former Professor of Organizational Behavior and Human Resource Management at the University of Michigan in Ann Arbor, Michigan. He is the author of Corporate Culture and Organizational Effectiveness (1990) and a number of articles on the link between culture and business performance. His survey assessments of culture, teams, and leaders are widely used by many organizations around the world. His website, www.denisonculture.com has extensive information on his work.Joseph John DiStefano is Professor of Organizational Behavior and International Business at IMD International Institute for Management Development (Lausanne, Switzerland) and Professor Emeritus of the Richard Ivey School of Business, The University of Western Ontario (London, Canada). He was educated at R.P.I., Harvard Business School and Cornell University and has been active as a teacher, researcher and consultant on issues of cross-cultural effectiveness since the early 1970s.Peter J. Dowling (Ph.D., The Flinders University of South Australia) is Pro Vice-Chancellor and Professor of International Management & Strategy in the Division of Business, Law & Information Sciences, University of Canberra. Previous appointments include Foundation Professor of Management at the University of Tasmania, Monash University, the University of Melbourne, and California State University-Chico. He has also held visiting appointments at Cornell University, Michigan State University, the University of Paderborn (Germany) and the University of Bayreuth (Germany). His current research and teaching interests are concerned with International HRM and Strategic Management. His co-authored text International Human Resource Management: Managing People in a Multinational Context, published by South-West, is now in a third edition. He is a former national Vice-President of the Australian Human Resources Institute, past Editor of Asia Pacific Journal of Human Resources (1987–1996), and a Life Fellow of the Australian Human Resources Institute.Chris Ernst is a Research Associate at the Center for Creative Leadership with an international background, and a Ph.D. in Industrial/Organizational Psychology from North Carolina State University. His work centers on advancing the capacity for leadership in a diverse and globally interconnected world.Ping Ping Fu is an assistant professor of management at the Chinese University of Hong Kong. Her research interests are mainly in leadership and cross-cultural areas. She was the coordinator for the Chinese part for the Global Leadership and Organizational Effectiveness (GLOBE), and is now leading the CEO study in China. She has published in Journal of Organizational Behavior, International Journal of Human Resource Management, Journal of International Applied Psychology and Leadership Quarterly.Paulo Goelzer is President of the IGA Institute, an educational foundation providing training to 40 countries in five languages and oversees their international operations. He began his career in the food industry very early, working in a family food business. He has also worked as a senior consultant for Strategy and Food Package Goods Industry Practice for a German/Brazilian consulting company, a researcher and consultant for the Brazilian Wholesaler Association (ABAD), and as a Marketing Director for a grocery wholesale company.
Donald D Davis and Janet L Bryant
Global virtual teams include members from multiple nations and cultures who must work together while being separated by time and space. We discuss leadership in global virtual…
Abstract
Global virtual teams include members from multiple nations and cultures who must work together while being separated by time and space. We discuss leadership in global virtual teams and how distance influences the full range of leadership required at multiple levels of the organization. We use research literature devoted to virtual teams as well as our own data collected from interviews with leaders and members of global virtual teams to highlight factors related to global team effectiveness, satisfaction and commitment. We provide a model of leadership in global virtual teams that integrates previous research findings and may be used to guide future research and practice.
Janet Bryant and Barbara Lasky
The paper's purpose is to explore a theoretical and methodological dilemma.
Abstract
Purpose
The paper's purpose is to explore a theoretical and methodological dilemma.
Design/methodology/approach
Commencing doctoral research, and committed to an orthodox grounded theory approach, a unique story was uncovered which, to do it and the research justice, required an alternative form of representation. Intuition decreed that this should be narrative. However, grounded theory and narrative entail epistemologically and ontologically incommensurate paradigms. The paper seeks to consider whether inclusion of the unique story would compromise, or subvert, the already emergent grounded theory. An exploration of the relationship between different epistemological and ontological traditions is also to be made, based on the assumption that method “slurring,” and a more eclectic approach to using incommensurate paradigms, may be valuable.
Findings
In transcribing and coding data using strictly orthodox grounded theory methods, the researcher runs the risk of “stripping” the research story of some critical dimension(s). However, combining a narrative approach with that of grounded theory, the paper allows for the representation of an atypical “Maverick” case, along‐side other more typical cases.
Originality/value
The paper points out, to the early career qualitative researcher in particular, that it is legitimate to combine seemingly incommensurate methodologies, notably where not to do so would result in the loss of enriching and powerful insights into basic social processes.
Details
Keywords
B.W. SILVERMAN and J.D. WILSON
It has become of increasing importance to the UK library community to estimate the proportion of library acquisitions in the United Kingdom for which a UK MARC record is available…
Abstract
It has become of increasing importance to the UK library community to estimate the proportion of library acquisitions in the United Kingdom for which a UK MARC record is available at the time of cataloguing. This proportion is called the hit rate. The libraries have for the purpose of the study been divided into two sectors, academic libraries and public libraries. This paper uses a beta‐binomial model to enable us to attribute standard errors to each of our overall hit rate estimates and to investigate the difference between the hit rates of the two populations. The model also provides an estimate of the individual hit rate for any given library. Such estimates are useful for identifying libraries which are not typical of the library population from which they are drawn. The model is applied to data obtained from the Centre of Catalogue Research.
William H. Mobley and Peter W. Dorfman
Unless one keeps rowing the boat forward, the current will take you backward. You cannot stand still, only go forward or backward (An Old Chinese Proverb).The currents of…
Abstract
Unless one keeps rowing the boat forward, the current will take you backward. You cannot stand still, only go forward or backward (An Old Chinese Proverb).The currents of globalization continue to accelerate. As the old Chinese proverb says, you cannot stand still in the face of these currents, only go backward or forward. In the face of the multiple currents driving globalization, the accelerated movement toward market economies globally, the continued geo-political flash points and risks globally, the weakening of confidence in corporate governance globally, the continued derailment of leaders globally, all beg for deeper understanding of global leadership processes. All involved in delivering, developing and studying global leadership need to be rowing faster and smarter and with better conceptual, measurement and behavioral tools and processes.