共查询到8条相似文献,搜索用时 15 毫秒
1.
In this article, we attempt to explore global leadership and global mind‐set from the perspective of mindfulness. Through a synthesis of the literature on mindfulness and scholarship on global mind‐set and global leadership, this article explicates the importance of mindfulness in developing a global mind‐set and, thereby, acquiring global leadership competencies. Taking a task‐analytic approach to global leadership, we attempt to elaborate on how mindfulness can act as an important antecedent for global mind‐set and hence for global leadership. Implications for future research and managerial practice are highlighted. © 2015 Wiley Periodicals, Inc. 相似文献
2.
Enrique Ramirez R. 《Journal of Teaching in International Business》2013,24(2-3):88-105
The purpose of this study is to assess how studying abroad impacts the development of intercultural competence and the moderating role of student’s personality. This research uses a pre-post design with a sample of 264 undergraduate students from four Colombian universities; it includes a group of students who participated in a one semester study-abroad program and a control group who did not travel. The average level of increase in intercultural competence for the students who went abroad was 0.511 standard deviations above the average of those who had not studied abroad. The results from hierarchical linear regression did not yield any evidence that supports the moderating effects of the personality factors on the relation between study abroad and intercultural competence. 相似文献
3.
《International Business Review》2023,32(4):102122
We provide a comprehensive review of how cross-cultural competence (CCC) has been measured over the past half-century in order to more closely align theoretical constructs and empirical measures. Based on a content analysis of 68 academic and commercial CCC instruments and a supplemental survey of 160 experts, we review the approaches used in these instruments to conceptualize and quantify CCC, discuss their limitations, and recommend best practices and directions for future researchers and practitioners when selecting and using CCC instruments or developing new alternatives. 相似文献
4.
Ilan Alon Michele Boulanger Julie Ann Elston Eleanna Galanaki Carlos Martínez de Ibarreta Judith Meyers Marta Muñiz‐Ferrer Andrés Vélez‐Calle 《Thunderbird国际商业评论》2018,60(3):237-250
Cultural intelligence (CI) has often been linked to performance at the individual, team, and firm levels as a key factor in international business success. Using a new measure of CI, the business cultural intelligence quotient (BCIQ), our study provides empirical evidence on several key antecedents of CI using data on business professionals across five diverse countries (Austria, Colombia, Greece, Spain, and the United States). The findings suggest that the most important factors leading to cultural intelligence, in order of importance, are the number of countries that business practitioners have lived in for more than six months, their level of education, and the number of languages spoken. We find that cultural intelligence varies across countries, suggesting that some countries have a higher propensity for cross‐cultural business interactions. By teasing out the common antecedents of BCIQ among professionals, our findings may help with screening and training professionals for international assignments. Future research may examine the environmental (country‐specific) factors associated with a higher propensity for cultural intelligence (such as immigration, cultural diversity, languages spoken, and international trade) to explain the effect of country of origin on cultural intelligence in the professional community. © 2016 Wiley Periodicals, Inc. 相似文献
5.
Culturally attuned and emotionally sensitive global leaders need to be developed: leaders who can respond to the particular foreign environments of different countries and different interpersonal work situations. Two emerging constructs are especially relevant to the development of successful global leaders: cultural and emotional intelligences. When considered under the traditional view of intelligence as measured by IQ, cultural, and emotional intelligences provide a framework for better understanding cross-cultural leadership and help clarify possible adaptations that need to be implemented in leadership development programs of multinational firms. This article posits that emotional intelligence (EQ), analytical intelligence (IQ), and leadership behaviors are moderated by cultural intelligence (CQ) in the formation of global leadership success. 相似文献
6.
María de Lourdes Dieck-Assad PhD 《Journal of Teaching in International Business》2013,24(3-4):168-187
Globalization is a force that produces deep changes in business and society. Business schools face great challenges and opportunities in educating future leaders who can work across countries and cultures. This article presents some strategic issues regarding the type of education that business schools should offer from a global perspective, aimed at developing business leaders/managers endowed with knowledge, values, and cross-cultural intelligence to seek progress for their communities, their businesses, and society at large. These goals must be achieved in a world of multilevel access to education and jobs with a more equitable array of opportunities for both developed and developing markets. 相似文献
7.
Kam C. Chan Anna Fung Hung-Gay Fung Jot Yau 《Journal of Teaching in International Business》2018,29(1):4-19
ABSTRACTThis article proposes a conceptual framework for instilling and fostering a global mindset among students of business in general and international business in particular. Students learning to become global managers must first have an open mindset and be aware of changes in themselves. When managers encounter problems at a global firm, they need to consider the unique situations that cause problems and create appropriate solutions. Different settings or environments require different approaches, reflecting the complexity of heterogeneity and indeterminacy in decision-making. We suggest pedagogical methods for teaching international business by instilling a global mindset in business students. 相似文献
8.
Christine Uber Grosse 《Business Horizons》2011,(4):307
To work effectively in the global business arena, managers need a strong set of intercultural management skills. When dealing with clients, co-workers, and other stakeholders at home or abroad, managers with cross-cultural competence have a distinct competitive advantage in the multicultural marketplace. Although generally accepted as a valuable asset for doing business, cross-cultural competence defies easy definition. This study attempts to conceptualize the complex term from the practitioner's point of view. What does cross-cultural competence mean to global managers? From their perspective, which aspects of culture do business people need to understand? From the universe of cultural beliefs, values, attitudes, and country-specific information, what should an executive, with limited time, focus on to develop a basic level of cultural competence? This study asked Mexican managers what they needed to know about culture to do business with the U.S. In the process, they consistently identified certain basic components of cultural competence. Responses were surprisingly similar among the managers, indicating they had a clear picture of which cultural essentials were most important for global executives to learn. The results of the study reveal a working definition of cultural competence for global managers. This research also provides trainers and business educators a content framework for a short-term training program, based on the global managers’ perceptions of cross-cultural competence. 相似文献