The co-ordination of strategic initiatives within global organizations: the role of global teams

2002 ◽  
Vol 13 (4) ◽  
pp. 660-676 ◽  
Author(s):  
Michael Harvey ◽  
Milorad M. Novicevic
Keyword(s):  
Global Teams ◽  
Global Organizations ◽  
Strategic Initiatives

Globalization and Human Resources Management

2013 ◽  
pp. 1-13 ◽  
Author(s):  
Yasemin Bal ◽  
Serdar Bozkurt
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Workforce Diversity ◽  
Global Organizations ◽  
International Context ◽  
Resources Management ◽  
Diverse Workforce ◽  
International Hrm ◽  
Global Arena

As a result of globalization, many firms have begun to compete on a worldwide basis. This situation has led Human Resources Management (HRM) to gain more importance in the global arena and “international HRM” field. Over the past few decades, international HRM has gained considerable attention from both academicians and practitioners. The increasing globalization of business has required organizations to manage their workforces effectively. Managing a foreign workforce can differ drastically from managing a domestic one. HRM in the international context requires managing diverse workforces originating from different nationalities with various cultures. Therefore, workforce diversity has become increasingly important for organizations that plan to expand into global markets and target different consumer groups. Organizations can adopt different approaches for managing their workforces and every function of HRM systems should be designed consistent to the workforce diversity of the organization. The purpose of this chapter is to investigate the concept of international HRM and diverse workforce in global organizations. Additionally, the importance of managing diverse workforces effectively in global organizations in the context of HRM functions and the role of HRM in this process will be discussed briefly.

Open Access Initiatives and Institutional Repositories

2015 ◽  
pp. 208-228
Author(s):  
Naseehath S.
Keyword(s):  
Open Access ◽  
Present Stage ◽  
Global Organizations ◽  
Institutional Repositories ◽  
Characteristic Features

This chapter gives an over view of Open access initiatives and institutional repositories. It emphasizes the emergence and development of open access initiatives from various international declarations up to its present stage. Definitions, types, characteristic features and impact of open access on various sectors are discussed. Open access initiatives in India are briefly included. DOAJ and other global organizations are taken in to discussion with their recent events. Objectives of Institutional repositories are given with an emphasis on institutional repositories in India. It throws light on DOAR and ROAR. Types of institutional repositories and softwares used to create them are also discussed. Earlier and latest institutional repositories in India are listed in tables. Major Indian institutional repositories with their software used are also in the table form. Role of librarians and libraries on open access and institutional repositories are also included followed by a conclusion for the whole chapter.

The Role of Virtual Multicultural Teams in Corporate Culture

2011 ◽  
pp. 62-86 ◽  
Author(s):  
Amira El Guindi ◽  
Sherif Kamel
Keyword(s):  
Virtual Teams ◽  
Corporate Culture ◽  
Multicultural Teams ◽  
Cultural Backgrounds ◽  
Global Organizations ◽  
Team Members ◽  
The World ◽  
Information And Communication ◽  
Multicultural Team

Information and communication technologies are impacting today’s organizations and businesses in many diverse ways. The implications are perceived at the individual, organizational, and national levels. The old accustomed-to boundaries of national economies and markets are giving way to globalization and newly emerging trends. Competition is increasing, and due to the forces of change, the world market will sweep aside the small market players to make way for global organizations that are capable of penetrating the world markets through a massive global outreach strategy. In that respect, there is a need to invest in innovative business models such as virtual multicultural teams that are capable of handling the pressures of growing competition while capitalizing on the evolution of information and communication technology. Global organizations need to operate through a very flexible structure that allows freedom and speed, and replaces the hierarchical models with structures that are flatter and adequate for stronger and more efficient communication. Such a structure will allow bottom-up decision making and self-management and will capitalize on the advantages of employing multicultural teams; the diversified capacities, knowledge and business perception of these teams will be conducive to more in-depth innovation and creativity. Virtual teams can provide an organization with a solid opportunity to compete, making it easier to adapt to different situations and reducing conflicts. This chapter reflects the results of a study conducted in Egypt that targeted the determination of the possibility of reducing multicultural team conflicts by establishing a corporate culture that could have a strong influence on team members using virtual teams. The study covered six organizations operating through virtual multicultural teams and describes the analysis of the findings that relate to the role of corporate culture, the management style, and conflict resolution, among other elements. Global organizations face the challenge of operating through global multicultural teams whose members—coming from different cultural backgrounds—often stumble into conflicts that influence the overall performance of the organization. The core issue of this study is the impact of multicultural team conflicts on the overall organizational performance. Therefore, the objective of the study was to examine the relationship between corporate culture and multicultural team conflicts and to determine whether it is possible to reduce multicultural team conflicts by building a corporate culture in which all individual cultures would fit and where the management plays a vital role in transmitting the corporate culture to different teams in order to help global organizations become more efficient using virtual multicultural teams.

Trust and Organizational Leadership

2021 ◽  
pp. 490-511
Author(s):  
Amanda S. Wickramasinghe
Keyword(s):  
Organizational Leadership ◽  
Global Economy ◽  
Organizational Leaders ◽  
Global Teams ◽  
Global Organizations ◽  
Fundamental Part ◽  
The World

Trust is a fundamental part of life. It also remains an essential exchange that fosters a relationship between a leader and employees and between other leaders. Without trust, it is nearly impossible for an organization to be successful. Organizational leaders must facilitate an environment based on trust to navigate the organization successfully. Without trust, organizations tend to derail from their vision and future possibilities. The world begins and ends with leadership, as John Maxwell once said, and leadership begins and ends on trust. Trust requires years of building and nurturing. Without trust, it is nearly impossible for organizations to build relationships or work successfully across cultures and borders. Working in the global economy we know we must act with the understanding that trust is an intricate ingredient when working effectively with global organizations, global teams, and international clients.

scholarly journals The company in society: when corporate responsibility transforms strategy

2018 ◽  
Vol 39 (4) ◽  
pp. 11-18 ◽  
Author(s):  
Sonja Lahtinen ◽  
Hannu Kuusela ◽  
Mika Yrjölä
Keyword(s):  
Business Models ◽  
Corporate Strategy ◽  
A Priori ◽  
Strategic Decision ◽  
Illustrative Case ◽  
Content Type ◽  
Case Examples ◽  
Strategic Initiatives ◽  
Strategic Changes

Purpose This study aims to identify and analyze the different roles corporate social responsibility (CSR) can play in corporate strategy. By acknowledging that one of the biggest challenges for companies in committing to sustainability is the strategy work, the authors outline specific strategic initiatives to achieve these roles and the strategic outcomes that will follow such initiatives. Design/methodology/approach Four illustrative case examples show how companies are recasting the role of CSR. The new CSR roles are characterized through two strategic dimensions: an inside-out (firm-oriented) vs outside-in (market-oriented) orientation and an emphasis on leveraging vs an emphasis on prospecting activities. Findings The findings show that to realize the opportunities of CSR for business, the environment and society at large, the role of CSR in the boardroom must be reconfigured. By recasting its role, CSR can become a driver for the strategy process and a transformative force generating strategic changes. Practical implications This paper aims to encourage top executives to take a proactive stance toward responsibility, recognize the new roles and potential impact that CSR can have in corporate strategy and assist strategic decision-making regarding CSR. Originality/value The paper aims to move beyond integrating sustainability into existing strategies and business models by demonstrating how sustainability can also inspire strategic changes a priori when the role of CSR is recast in companies. By viewing CSR as a driver of corporate strategy and strategic initiatives, the authors suggest that besides helping the environment, the community and society, CSR can take care of corporate strategy.

Cultural Variations and the Global Organization

2017 ◽  
Author(s):  
Rabi S. Bhagat
Keyword(s):  
Cultural Differences ◽  
Cultural Sensitivity ◽  
Cultural Distance ◽  
Careful Analysis ◽  
National Scale ◽  
Global Organizations ◽  
Cultural Variations ◽  
Global Organization

Cultural variations present significant challenges for managers, customers, and clients of global organizations. Cultures of the nations are enduring differences that have evolved for centuries and do not change easily. Without adequate consideration of cultural variations, the effective functioning of global organizations is nearly impossible. The classification of cultures on a national scale that is based on careful analysis should provide the context for expanding the operations of global organizations across nations. Some cultures function more effectively by taking into account the role of relationships, whereas others are more governed by rules and regulations that have existed for centuries. Working across these two distinct types of cultures is considerably difficult. This chapter discusses various strategies for dealing with such cultural differences. The topics of cultural intelligence, cultural sensitivity, cultural competence, and cultural distance among nations are presented.

Global Institutions without a Global State

2016 ◽  
Author(s):  
Henry Farrell ◽  
Martha Finnemore
Keyword(s):  
Social Context ◽  
Historical Institutionalism ◽  
Global State ◽  
Sociological Institutionalism ◽  
Global Organizations ◽  
Global Institutions ◽  
Institutional Contexts ◽  
Global Understanding ◽  
The Many

Historical institutionalism has not yet grappled with the deeper intellectual challenges of “going global.” Understanding international, particularly global, institutions, requires attention to and theorizing of a global social context, one that does not rely on a national government in the background, ready to enforce laws and rules. It also requires theories about the global organizations themselves. This chapter argues that a historical institutionalism that engages with the many varieties of sociological institutionalism would be a richer tradition that could more systematically examine the role of norms and ideas, thereby expanding its analytic range to institutional contexts beyond the state.

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