Global business leadership:
'Global Business Leadership' discusses the urgent issues facing global business leaders and presents seven strategies found necessary for successful intercultural business ventures. It provides business schools with insight into the failure of US businesses to prepare leaders for stepping...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Amsterdam [u.a.]
Elsevier
2009
|
| Ausgabe: | 1. ed. |
| Schriftenreihe: | Managing cultural differences series
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | 'Global Business Leadership' discusses the urgent issues facing global business leaders and presents seven strategies found necessary for successful intercultural business ventures. It provides business schools with insight into the failure of US businesses to prepare leaders for stepping into complex cultural contexts. |
| Beschreibung: | XX, 300 S. graph. Darst. |
| ISBN: | 9780750684088 |
Internformat
MARC
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| 250 | |a 1. ed. | ||
| 264 | 1 | |a Amsterdam [u.a.] |b Elsevier |c 2009 | |
| 300 | |a XX, 300 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 520 | 3 | |a 'Global Business Leadership' discusses the urgent issues facing global business leaders and presents seven strategies found necessary for successful intercultural business ventures. It provides business schools with insight into the failure of US businesses to prepare leaders for stepping into complex cultural contexts. | |
| 650 | 4 | |a Gesellschaft | |
| 650 | 4 | |a Interkulturelle Kommunikation | |
| 650 | 4 | |a Multinationales Unternehmen | |
| 650 | 4 | |a Business communication |x Social aspects | |
| 650 | 4 | |a Business etiquette |v Cross-cultural studies | |
| 650 | 4 | |a Corporate culture |v Cross-cultural studies | |
| 650 | 4 | |a Intercultural communication | |
| 650 | 4 | |a International business enterprises |x Social aspects | |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-016556602 | ||
Datensatz im Suchindex
| _version_ | 1804137742086438912 |
|---|---|
| adam_text | Contents
Acknowledgement
....................................................................................xi
Foreword
...............................................................................................xiii
Prologue
.................................................................................................xvii
1
Geoleadership
Challenges
..........................................................................1
Failure to Survive
1.
New Challenges for Leaders
2.
New Challenges for
Organizations
5.
Paradigm Shift
7.
How Interdependent Are We As a Global
Village?
7.
Why is Culture Such a Big Deal?
9.
Leadership Evolving
11.
New
Roles for Leaders
11.
What are the Implications of All This Change for Global
Business Leaders?
14.
Seven Key Principles of a New Leadership Paradigm
17.
Framing Context
17.
The Journey to New Leadership Frontiers
20.
The Bottom
Line
21.
Leader Does as Culture Is?
......................................................................23
Defining the Indefinable
23.
Dimensions and Patterns of Culture
26.
The
Effect of Culture on Leadership and Organizations
30.
A Briefing on Western
Leadership Theory
31.
The Essentialist Perspective
35.
The Contextualist
Perspective
39.
The Culture-Leadership Link and Intercultural Leadership
Competency
42.
Prior Research on Intercultural Leadership Competency
44.
The Bottom Line
45.
The Principle of Care
..........................................................................47
Taking the High Ground
55.
Ethics of Purpose (Teleology)
56.
Ethics of
Principle (Deontology)
56.
Ethics of Consequence (Utilitarianism)
57.
VII
Contents
Beyond
Western
Ethics Traditions
58.
Islamic Ethics
58.
Hindu Ethics
61.
African Ethics
63.
Confucianism
64.
Taoism
64.
The Moral You
65.
The
Formation of Moral Principles
65.
Level One: Preconventional
66.
Level
Two: Conventional
66.
Level Three: Postconventional
67.
Case Presentation:
Ebay Enters Japan
71.
How could eBay have succeeded in Japan?
74.
Case
Perspective: Care Applied
74.
Case Presentation: Cost versus Care
75.
Case
Perspective: Care Applied
78.
The Bottom Line
79.
The Principle of Communication
........................................................81
Intercultural Communication
82.
Do You Really Believe You re
Multicultural?
88.
Case presentation: Wal-Mart in Canada
90.
Case
Perspective: Communication Applied
92.
Case presentation: EMEA
—
America,
a Culture Clash
93.
Case Perspective: Communication Applied
97.
The Bottom
Line
97.
The Principle of Consciousness
...........................................................99
Mindfulness
101.
Curiosity
101.
Observation
102.
Reflection
102.
Adaptability
103.
Perspective Taking
103.
The Case of Flextronics Expansion:
The Principle of Consciousness Applied
106.
Case Perspective: Consciousness
Applied
108.
Case Presentation: Proflowers
109.
Case Perspective:
Consciousness Applied 111. The Bottom Line
112.
The Principle of Contrasts
.................................................................113
Ambiguity Zones
114.
Role Elements
115.
Process Elements
120.
Values
Element
121.
What Can Go Wrong
124.
Competencies
125.
The Leader
Ambiguity Aptitude Continuum
125.
Case Presentation: USAHP Expansion
into Mexico
127.
Case Perspective: Contrasts Applied
131.
Case Presentation:
Islamic Finance
134.
Case Perspective: Contrasts Applied
138.
The Bottom
Line
138.
The Principle of Context
...................................................................141
The Intersection of Culture and Context
143.
Cultural Misunderstandings
vis-à-vis
The Intersection of Culture and Context
143.
Armed with Guns
Rather than Understanding
144.
Yours, Mine, and Ours
144.
Hearing is Not
Necessarily Believing
145.
Durable Structures at the Intersection of Culture
and Context
145.
Learning Culture is Different from Learning about
Culture
145.
Leadership and the Intersection of Context and Culture
146.
The Age-Old Debate: Are Leaders Born or Made?
147.
Case Presentation:
Mark Shuttleworth
149.
Case Perspective: Context Applied
151.
Case
Contents ix
Presentation: Renewing Relations
152.
Case perspective: Context Applied
154.
The Bottom Line
155.
8
The Principle of Change
....................................................................157
The Key is Learning Agility
159.
Link between Emotions and Learning
160.
Developing Learning Strategies
162.
Implications of Learning Strategy for
Intercultural Leaders
163.
Case Presentation: Building Learning Agility
164.
Case Perspective: Change Applied
170.
The Principle of Change in
Practice
171.
Case Presentation: Sun Microsystems
171.
Case Perspective:
Change Applied
175.
The Bottom Line
176.
The Principle of Capability
...............................................................177
Optimizing Structure
181.
Optimizing Organizational Renewal Systems
(Learning)
182.
Leading Collectives
185.
Team Effectiveness and the
Intercultural Leader
186.
Managing the Organizational Culture
190.
The Management of Results
192.
Intangible Entities: Reality, Truth, Time,
Space, Human Nature, and Relationships
193.
The Changing Practice of
Management
195.
Planning
196.
Organizing
198.
Monitoring
199.
Leading
201.
Analysis of the Mintzberg Interview
210.
Case Presentation:
Ford in Australia
211.
Case Perspective: Capability Applied
217.
The Bottom
Line
217.
10
Geoleadership
and the Community
.......................................................219
Appendix A: The Research Behind the
Geoleadership
Model
229
Appendix B:
Geoleadership
Resources
257
Appendix C: Power of Leadership Training Tool
277
About the Author
281
Notes
283
Index
295
|
| adam_txt |
Contents
Acknowledgement
.xi
Foreword
.xiii
Prologue
.xvii
1
Geoleadership
Challenges
.1
Failure to Survive
1.
New Challenges for Leaders
2.
New Challenges for
Organizations
5.
Paradigm Shift
7.
How Interdependent Are We As a Global
Village?
7.
Why is Culture Such a Big Deal?
9.
Leadership Evolving
11.
New
Roles for Leaders
11.
What are the Implications of All This Change for Global
Business Leaders?
14.
Seven Key Principles of a New Leadership Paradigm
17.
Framing Context
17.
The Journey to New Leadership Frontiers
20.
The Bottom
Line
21.
Leader Does as Culture Is?
.23
Defining the Indefinable
23.
Dimensions and Patterns of Culture
26.
The
Effect of Culture on Leadership and Organizations
30.
A Briefing on Western
Leadership Theory
31.
The Essentialist Perspective
35.
The Contextualist
Perspective
39.
The Culture-Leadership Link and Intercultural Leadership
Competency
42.
Prior Research on Intercultural Leadership Competency
44.
The Bottom Line
45.
The Principle of "Care"
.47
Taking the High Ground
55.
Ethics of Purpose (Teleology)
56.
Ethics of
Principle (Deontology)
56.
Ethics of Consequence (Utilitarianism)
57.
VII
Contents
Beyond
Western
Ethics Traditions
58.
Islamic Ethics
58.
Hindu Ethics
61.
African Ethics
63.
Confucianism
64.
Taoism
64.
The Moral You
65.
The
Formation of Moral Principles
65.
Level One: Preconventional
66.
Level
Two: Conventional
66.
Level Three: Postconventional
67.
Case Presentation:
Ebay Enters Japan
71.
How could eBay have succeeded in Japan?
74.
Case
Perspective: Care Applied
74.
Case Presentation: Cost versus Care
75.
Case
Perspective: Care Applied
78.
The Bottom Line
79.
The Principle of "Communication"
.81
Intercultural Communication
82.
Do You Really Believe You're
Multicultural?
88.
Case presentation: Wal-Mart in Canada
90.
Case
Perspective: "Communication" Applied
92.
Case presentation: EMEA
—
America,
a Culture Clash
93.
Case Perspective: Communication Applied
97.
The Bottom
Line
97.
The Principle of "Consciousness"
.99
Mindfulness
101.
Curiosity
101.
Observation
102.
Reflection
102.
Adaptability
103.
Perspective Taking
103.
The Case of Flextronics Expansion:
The Principle of Consciousness Applied
106.
Case Perspective: "Consciousness"
Applied
108.
Case Presentation: Proflowers
109.
Case Perspective:
"Consciousness" Applied 111. The Bottom Line
112.
The Principle of "Contrasts"
.113
Ambiguity Zones
114.
Role Elements
115.
Process Elements
120.
Values
Element
121.
What Can Go Wrong
124.
Competencies
125.
The Leader
Ambiguity Aptitude Continuum
125.
Case Presentation: USAHP Expansion
into Mexico
127.
Case Perspective: Contrasts Applied
131.
Case Presentation:
Islamic Finance
134.
Case Perspective: Contrasts Applied
138.
The Bottom
Line
138.
The Principle of "Context"
.141
The Intersection of Culture and Context
143.
Cultural Misunderstandings
vis-à-vis
The Intersection of Culture and Context
143.
Armed with Guns
Rather than Understanding
144.
Yours, Mine, and Ours
144.
Hearing is Not
Necessarily Believing
145.
Durable Structures at the Intersection of Culture
and Context
145.
"Learning Culture" is Different from "Learning about
Culture"
145.
Leadership and the Intersection of Context and Culture
146.
The Age-Old Debate: Are Leaders Born or Made?
147.
Case Presentation:
Mark Shuttleworth
149.
Case Perspective: "Context" Applied
151.
Case
Contents ix
Presentation: Renewing Relations
152.
Case perspective: Context Applied
154.
The Bottom Line
155.
8
The Principle of "Change"
.157
The Key is Learning Agility
159.
Link between Emotions and Learning
160.
Developing Learning Strategies
162.
Implications of Learning Strategy for
Intercultural Leaders
163.
Case Presentation: Building Learning Agility
164.
Case Perspective: Change Applied
170.
The Principle of "Change in
Practice"
171.
Case Presentation: Sun Microsystems
171.
Case Perspective:
Change Applied
175.
The Bottom Line
176.
The Principle of "Capability"
.177
Optimizing Structure
181.
Optimizing Organizational Renewal Systems
(Learning)
182.
Leading Collectives
185.
Team Effectiveness and the
Intercultural Leader
186.
Managing the Organizational Culture
190.
The Management of Results
192.
Intangible Entities: Reality, Truth, Time,
Space, Human Nature, and Relationships
193.
The Changing Practice of
Management
195.
Planning
196.
Organizing
198.
Monitoring
199.
Leading
201.
Analysis of the Mintzberg Interview
210.
Case Presentation:
Ford in Australia
211.
Case Perspective: Capability Applied
217.
The Bottom
Line
217.
10
Geoleadership
and the Community
.219
Appendix A: The Research Behind the
Geoleadership
Model
229
Appendix B:
Geoleadership
Resources
257
Appendix C: Power of Leadership Training Tool
277
About the Author
281
Notes
283
Index
295 |
| any_adam_object | 1 |
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| author | Wibbeke, Eileen Sheridan |
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| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658'.049 |
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| dewey-sort | 3658 249 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
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| edition | 1. ed. |
| format | Book |
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| id | DE-604.BV023373379 |
| illustrated | Illustrated |
| index_date | 2024-07-02T21:13:26Z |
| indexdate | 2024-07-09T21:17:07Z |
| institution | BVB |
| isbn | 9780750684088 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016556602 |
| oclc_num | 698941840 |
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| owner_facet | DE-703 DE-1049 DE-945 DE-2070s |
| physical | XX, 300 S. graph. Darst. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | Elsevier |
| record_format | marc |
| series2 | Managing cultural differences series |
| spelling | Wibbeke, Eileen Sheridan Verfasser aut Global business leadership E. S. Wibbeke 1. ed. Amsterdam [u.a.] Elsevier 2009 XX, 300 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Managing cultural differences series 'Global Business Leadership' discusses the urgent issues facing global business leaders and presents seven strategies found necessary for successful intercultural business ventures. It provides business schools with insight into the failure of US businesses to prepare leaders for stepping into complex cultural contexts. Gesellschaft Interkulturelle Kommunikation Multinationales Unternehmen Business communication Social aspects Business etiquette Cross-cultural studies Corporate culture Cross-cultural studies Intercultural communication International business enterprises Social aspects Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Internationales Management (DE-588)4114040-0 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Interkulturelles Management (DE-588)4343519-1 gnd rswk-swf Interkulturelles Management (DE-588)4343519-1 s Internationales Management (DE-588)4114040-0 s Führung (DE-588)4018776-7 s DE-604 Multinationales Unternehmen (DE-588)4075092-9 s Digitalisierung UB Bayreuth application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016556602&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Wibbeke, Eileen Sheridan Global business leadership Gesellschaft Interkulturelle Kommunikation Multinationales Unternehmen Business communication Social aspects Business etiquette Cross-cultural studies Corporate culture Cross-cultural studies Intercultural communication International business enterprises Social aspects Multinationales Unternehmen (DE-588)4075092-9 gnd Internationales Management (DE-588)4114040-0 gnd Führung (DE-588)4018776-7 gnd Interkulturelles Management (DE-588)4343519-1 gnd |
| subject_GND | (DE-588)4075092-9 (DE-588)4114040-0 (DE-588)4018776-7 (DE-588)4343519-1 |
| title | Global business leadership |
| title_auth | Global business leadership |
| title_exact_search | Global business leadership |
| title_exact_search_txtP | Global business leadership |
| title_full | Global business leadership E. S. Wibbeke |
| title_fullStr | Global business leadership E. S. Wibbeke |
| title_full_unstemmed | Global business leadership E. S. Wibbeke |
| title_short | Global business leadership |
| title_sort | global business leadership |
| topic | Gesellschaft Interkulturelle Kommunikation Multinationales Unternehmen Business communication Social aspects Business etiquette Cross-cultural studies Corporate culture Cross-cultural studies Intercultural communication International business enterprises Social aspects Multinationales Unternehmen (DE-588)4075092-9 gnd Internationales Management (DE-588)4114040-0 gnd Führung (DE-588)4018776-7 gnd Interkulturelles Management (DE-588)4343519-1 gnd |
| topic_facet | Gesellschaft Interkulturelle Kommunikation Multinationales Unternehmen Business communication Social aspects Business etiquette Cross-cultural studies Corporate culture Cross-cultural studies Intercultural communication International business enterprises Social aspects Internationales Management Führung Interkulturelles Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016556602&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT wibbekeeileensheridan globalbusinessleadership |