Relationship Between the Intercultural Global Mindset and Cross-Cultural Leadership Behavior

2016 ◽  
pp. 143-189
Author(s):  
Wim den Dekker
Keyword(s):  
Leadership Behavior ◽  
Cross Cultural ◽  
Global Mindset ◽  
Cultural Leadership

scholarly journals Cross-Cultural Leadership Enables Collaborative Approaches to Management of Kauri Dieback in Aotearoa New Zealand

Forests ◽  
2021 ◽  
Vol 12 (12) ◽  
pp. 1671
Author(s):  
Lee Hill ◽  
Edward Ashby ◽  
Nick Waipara ◽  
Robin Taua-Gordon ◽  
Aleesha Gordon ◽  
...  
Keyword(s):  
New Zealand ◽  
Forest Health ◽  
Cross Cultural ◽  
Human Interaction ◽  
Surveillance Program ◽  
Cultural Leadership ◽  
Quantitative And Qualitative Research ◽  
Aotearoa New Zealand ◽  
The Face ◽  
Network Spatial Analysis

In Aotearoa/New Zealand, the soilborne pathogen Phytophthora agathidicida threatens the survival of the iconic kauri, and the ecosystem it supports. In 2011, a surveillance project to identify areas of kauri dieback caused by Phytophthora agathidicida within the Waitākere Ranges Regional Park (WRRP) highlighted the potential impact of the pathogen. A repeat of the surveillance in 2015/16 identified that approximately a quarter of the kauri area within the Regional Park was infected or possibly infected, an increase from previous surveys. The surveillance program mapped 344 distinct kauri areas and showed that 33.4% of the total kauri areas were affected or potentially affected by kauri dieback and over half (58.3%) of the substantial kauri areas (above 5 ha in size) were showing symptoms of kauri dieback. Proximity analysis showed 71% of kauri dieback zones to be within 50 m of the track network. Spatial analysis showed significantly higher proportions of disease presence along the track network compared to randomly generated theoretical track networks. Results suggest that human interaction is assisting the transfer of Phytophthora agathidicida within the area. The surveillance helped trigger the declaration of a cultural ban (rāhui) on recreational access. Te Kawerau ā Maki, the iwi of the area, placed a rāhui over the kauri forest eco-system of the Waitākere Forest (Te Wao Nui o Tiriwa) in December 2017. The purpose of the rāhui was to help prevent the anthropogenic spread of kauri dieback, to provide time for investment to be made into a degraded forest infrastructure and for research to be undertaken, and to help protect and support forest health (a concept encapsulated by the term mauri). Managing the spread and impact of the pathogen remains an urgent priority for this foundation species in the face of increasing pressures for recreational access. Complimentary quantitative and qualitative research programs into track utilization and ecologically sensitive design, collection of whakapapa seed from healthy and dying trees, and remedial phosphite treatments are part of the cross-cultural and community-enabled biosecurity initiatives to Kia Toitu He Kauri “Keep Kauri Standing”.

A Perspective of Cross-Cultural Psychological Studies for Global Business

2016 ◽  
pp. 185-206
Author(s):  
Hiroshi Yama
Keyword(s):  
Industrial Development ◽  
Cross Cultural ◽  
Cultural Tradition ◽  
Global Mindset ◽  
Japanese People ◽  
Global Business ◽  
Dialectical Thinking ◽  
Rule Based ◽  
Stereotypical Image ◽  
Japanese Employees

Some may still have a stereotypical image that Japanese employees work like a robot, and achieved the industrial development even though they are not logical thinkers. This chapter is against this based on the latest cross-cultural studies. The conclusions are as follows. (1) Even if Japanese appears to be illogical in the sense that they are less likely to do rule-based thinking, this does not means that they are less intelligent. (2) Easterners are more likely to do dialectical thinking. (3) Easterners' naïve dialecticism is strongly associated with cultural tradition, and it is plausible that it has been developed in a high-context culture. (4) Japanese people may have a collectivist culture, and it is not an undeveloped culture comparing with an individualist culture as shown in the case of ‘nemawashi'. Finally, it is proposed that the distinction between Westerners' low-context culture and Easterners' high-context culture provide important implications for globalizing business and that the notions of global mindset and ‘glocal' are important for international business.

Challenges of Practicing and Honing Leadership Skills through Cross-Cultural Service Learning

2017 ◽  
pp. 225-251
Author(s):  
Jeff Zimmerman
Keyword(s):  
Service Learning ◽  
Culture Shock ◽  
Cross Cultural ◽  
New Host ◽  
Cultural Leadership ◽  
Host Culture ◽  
Cultural Challenges ◽  
Project Coordinator ◽  
Cultural Service ◽  
Service Learning Projects

This chapter provides insight into the unexpected cross-cultural challenges faced by service learning project coordinators in an overseas setting. The chapter focuses on a service learning project geared towards undergraduate U.S. leadership students on a 5-week summer study abroad trip to Austria. The instructor sought to utilize the abroad experience to highlight the value of service learning as a medium to benefit the local Austrian community, while furthering the U.S. students' understanding of cross-cultural leadership. Like other individuals in a new host culture (i.e. expatriates), the service learning project coordinator (US instructor) faced a variety of unexpected cross-cultural challenges upon arrival in the host culture (Austria). This chapter highlights some universal cross-cultural challenges (lack of cultural and organizational familiarity, culture shock), why they can be expected, and why they are often difficult to resolve. Potential solutions addressing these challenges in the context of cross-cultural service learning projects are also explored.

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