Shaping a Global Leadership Strategy For Cross-Cultural Effectiveness

10.13007/046 ◽  
2013 ◽  
Keyword(s):  
Global Leadership ◽  
Cross Cultural ◽  
Leadership Strategy ◽  
Cultural Effectiveness

Practical wisdom and the development of cross-cultural knowledge management: a global leadership perspective

2010 ◽  
Vol 4 (4) ◽  
pp. 382 ◽  
Author(s):  
David J. Pauleen ◽  
David Rooney ◽  
Nigel J. Holden
Keyword(s):  
Knowledge Management ◽  
Practical Wisdom ◽  
Cultural Knowledge ◽  
Global Leadership ◽  
Cross Cultural

scholarly journals Global Leadership Communication: A Strategic Proposal

2015 ◽  
Vol 1 (1) ◽  
pp. 51 ◽  
Author(s):  
Tom Lawrence
Keyword(s):  
Communication Skills ◽  
Mission Statement ◽  
Employee Development ◽  
Global Leadership ◽  
Cross Cultural ◽  
Communication Strategy ◽  
Leadership Communication ◽  
Global Marketplace ◽  
Development Organizations ◽  
The World

<p>Organizations face a myriad of challenges as the world interconnects through the process of globalization. In order to sustain viability and produce competitive advantage, organizations must develop a global communication strategy. Communication skills need to be developed at all levels of the organization, from a coherent mission statement to individual employee development. Organizations need global leaders, capable of moving in and through divergent cultural environments. Identifying and equipping these future leaders is an antecedent to success in the global marketplace. This paper offers an instructive model to guide organizations as they face increasingly complex, cross-cultural environments.</p>

Cross-Cultural Effectiveness for Geologists in the Global Marketplace: ABSTRACT

AAPG Bulletin ◽  
1995 ◽  
Vol 79 ◽  
Author(s):  
Philip R. Harris, Robert T. Moran
Keyword(s):  
Cross Cultural ◽  
Global Marketplace ◽  
Cultural Effectiveness

Thirty years of global leadership training: A cross-cultural odyssey.

2012 ◽  
Vol 64 (4) ◽  
pp. 268-278 ◽  
Author(s):  
Randall P. White ◽  
Sandra L. Shullman
Keyword(s):  
Leadership Training ◽  
Global Leadership ◽  
Cross Cultural

scholarly journals Creating Teacher’s Innovative Work Behavior Through Global Leadership and Knowledge Management

2019 ◽  
Vol 3 (1) ◽  
pp. 54-58
Author(s):  
Ima Rahmawati ◽  
Johar Permana
Keyword(s):  
Knowledge Management ◽  
Study Data ◽  
Global Leadership ◽  
Cross Cultural ◽  
Work Behavior ◽  
Innovative Work Behavior ◽  
Data Presentation ◽  
Innovative Work ◽  
The Times ◽  
Private High School

The purpose of this study is to describe efforts to create innovative work behavior of teachers through global leadership and the application of knowledge management in a boarding Private High School in Bogor Regency. In this study is using a descriptive qualitative approach. Data collection techniques: interviews; observation; and documentation study. Data analysis in this study uses data reduction, data presentation and verification or conclusions. The results showed that in creating innovative work behavior, it needed a leader who was adaptive to the times, had cross-cultural and country abilities and skills in managing technology. With these skills, global leaders are able to apply knowledge management as an effort to create innovative work behavior of teachers in schools.

Industrial Policy in the Electric Power Sector as Part of China’s Global Leadership Strategy

2021 ◽  
Vol 23 (2) ◽  
pp. 243-253
Author(s):  
Raisa A. Epikhina
Keyword(s):  
Electric Power ◽  
Industrial Policy ◽  
Central Government ◽  
Clean Energy ◽  
Global Leadership ◽  
Electricity Sector ◽  
Power Sector ◽  
Local Authorities ◽  
Leadership Strategy ◽  
Electric Power Sector

Chinas growing economic power led to the rise of its geopolitical ambitions in the 21st century, and Chinas industrial policy has long been an important tool for implementing its global leadership strategy. Yet, how effective is the visible hand of the state? This paper examines the positive and negative effects of industrial policy implementation in Chinas electricity sector based on the analysis of policy documents, statistics, and academic publications. This study finds that together with energy policy measures industrial policy has been quite successful in promoting RD activities and production of high-tech power equipment. It gave China an opportunity to increase the share of clean energy sources in the power generation mix. Besides, Chinese power companies gradually became global leaders in the electricity sector. At the same time, the implementation of industrial policies has led to the over-expenditure of resources and is characterized by problems of horizontal and vertical coordination between the three main players in the policy-making and implementation system: the central government, local authorities, and large state-owned companies. The development of the electric power sector and related industries is managed by a large group of ministries and departments of the central government. Moreover, the heads of several energy companies have the power and influence equivalent to that of a minister, and there were divergences of priorities of central and local authorities at the regional level.

Dynamic cross-cultural competencies and global leadership effectiveness

2012 ◽  
Vol 47 (4) ◽  
pp. 612-622 ◽  
Author(s):  
Paula Caligiuri ◽  
Ibraiz Tarique
Keyword(s):  
Leadership Effectiveness ◽  
Global Leadership ◽  
Cross Cultural ◽  
Cultural Competencies
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