Journal of International Business Studies (2006) 37, 525–543 & 2006 Academy of International Business All rights reserved 0047-2506 $30.00 www.jibs.net Cross-cultural competence in international business: toward a definition and a model James P. Johnson1, Tomasz Lenartowicz2 and Salvador Apud3 Crummer Graduate School of Business, Rollins College, Winter Park, USA; 2Deparment of Management, International Business and Entrepreneurship, College of Business, Florida Atlantic University, Boca
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Globalization Note Series Pankaj Ghemawat and Sebastian Reiche National Cultural Differences and Multinational Business The eminent Dutch psychologist, management researcher, and culture expert Geert Hofstede, early in his career, interviewed unsuccessfully for an engineering job with an American company. Later, he wrote of typical cross-cultural misunderstandings that crop up when American managers interview Dutch recruits and vice versa: “American applicants, to Dutch eyes, oversell themselves
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| | | Strategic Staffing & Diversity | | | |
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Company, Diversity, and Globalization INTRODUCTION The history of Costco “We are a membership warehouse club, dedicated to bringing our members the best possible prices on quality brand-name merchandise.” Costco Wholesale Corporation is one of biggest wholesale corporations in the United States and several other countries. The story of Costco’s rise from a single Seattle store in 1983 to a multinational chain of enormously profitable warehouses is a tale of perfect leadership in a rapidly-changing
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System, removing duplication and complexity in system. Leadership Leadership = influence process “Follower-ship” different from management “Subordinate-ship” Power & Influence – Power to change people’s behaviour and Influence to change their preferences Can be exercised from any level or position within an Org Capacity to motive and elicit employee commitment Effective and Forward thinking Accountant Roles in Strategic Leadership 2 External Environment – Analysing an Industry
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iTHE INTERNATIONAL COMMITTEE OF THE RED CROSS (ICRC): MANAGING ACROSS CULTURE ‘We were an orgn made up of Swiss generalists. We are becoming a multicultural and professional enterprise.” 1. INTRODUCTION Dr. Jacques Stroun, M.D. – (1999) Director of Human Resources & Finance (before Head of Detention Division, Deputy Director of Operations) ICRC – provide humanitarian relief, Humanitarian ‘Multinational’ Organisation Home base: Geneva, Switzerland Orgn Values – Neutrality, Independence
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A reflection on the Leadership learning process Yashas Alur U4556991 VCUG 2002: Leadership and Influence in a Complex World Leadership and Influence in a Complex World VCUG 2002 Yashas Alur U4556991 The Leadership and Influence course addressed numerous questions thus far. One question that was asked of me repeatedly was, “Why did you choose to do this course?” Personally, I found this question quite difficult to answer. I remember walking into the first lecture 20 minutes late, introducing
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com/q/bus520-final-exam-1-and-2/6911 Question 1 According to the Ohio State leadership studies, a leader high in __________ is sensitive to people’s feelings and tries to make things pleasant for the followers. • Question 2 __________ make(s) a leader’s influence either unnecessary or redundant in that they replace a leader’s influence. • Question 3 According to the path-goal leadership theory, a manager is showing a participative leadership style when he/she __________. • Question 4 According to __________
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Cross-Cultural Ethics and Social Responsibility Team A MGT/216 Past events in corporate America have shown destructive effects that occur when the leadership of a company behaves in an unethical manner. Enron, Tyco, WorldCom, and Adelphia are companies whose lack of ethic caused them trouble (Posters, 2003)
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CHAPTER 3 Group Member Diversity CHAPTER OUTLINE Heterogeneous Groups Personality Dimensions Personality Theory Implications of Personality Dimensions Cultural Dimensions Individualism–Collectivism Power Distance Uncertainty Avoidance Masculine–Feminine High Context–Low Context Monochronic Time–Polychronic Time Barriers to Cultural Understanding Gender Dimensions Generational Dimensions Balanced Diversity GroupWork: Personality Preferences GroupAssessment: Identifying Cultural Dialectics ISBN: 0-536-56665-8
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