The International Executive
Training for Ethical, Strategic and Competitive Leadership
Table Of Contents
- About the author
- About the book
- This eBook can be cited
- List of Figures
- List of Tables
- Section A: Introduction
- Chapter One: Introduction
- Section B: Global Strategic Management Issues for the International Executive
- Chapter Two: Global Strategic Leadership of the International Executive
- Chapter Three: Conceptual Mapping for Organizational Growth of an International Organization
- Chapter Four: International Executive’s Innovative and Entrepreneurship Strategies: A Framework for Application
- Section C: The Wider Role of the International Executive or CEO
- Chapter Five: The Global CEO: More Than the Augmented Executive
- Chapter Six: The International Executive or CEO: His Worldview, Roles, Decision-Making, and Execution
- Chapter Seven: The International Executive: His Roles, Styles, and Responsibilities for Effectiveness
- Section D: Training Strategies for the International Executive
- Chapter Eight: Culture and International Executive Training: An Inventory of Propositions
- Chapter Nine: Training and Development of the International Executive
- Chapter Ten: Training Managers for the Distant Shores
- Chapter Eleven: Training Executives for Foreign Assignments
- Chapter Twelve: Training for the Emerging Market Country Assignments
- Chapter Thirteen: Training the International Executive for Increased Effectiveness
- Chapter Fourteen: Training for International Executive’s Effective Relationships with MNC’s HQ
- Chapter Fifteen: Training for Cross-Cultural Negotiations
- Chapter Sixteen: Training for Conflict Management
- Section E: Training the International Executive for Global Ethics and Social Responsibility
- Chapter Seventeen: Training for the Overall MNC’s Business Ethics and Social Responsibility
- Chapter Eighteen: Training for Foreign Subsidiary’s Business Ethics and Social Responsibilities
- Chapter Nineteen: Training for Coping with the Foreign Subsidiary’s Strategic Social Responsibility Contingencies
- Section F: Conclusion
- Chapter Twenty: Conclusions
Figure 3.1: Conceptual Mapping for International Organizational Growth
Figure 4.1: A Model for the Internationalization Process of an Innovative and Entrepreneurial MNC
Figure 8.1: Culture and International Executive Training: An Inventory of Summarized Basic Propositions
Figure 9.1: The Training Objectives of the International Executive
Figure 9.2: The Self-Efficacy and Effectiveness of the International Executive
Figure 12.1: Foreign Subsidiary’s Strategic Analysis for Determining Expatriate Training Needs
Figure 12.2: Strategic Analyses and the US Expatriate Training Needs and Strategies
Figure 12.3: The Foreign Subsidiary’s Operating Systems and Culture: Foreign Subsidiary-Specific Training of the International Executive for His Training Needs
Figure 13.1: Developing the International Executive’s Training Objectives for Improving His Effectiveness
Figure 14.1: A Model of How Factors Influence the Organizational Culture of a Global Firm’s Foreign Subsidiary Unit
Figure 16.1: A Framework for Developing the Effective Styles for a Conflict Resolver
Figure 16.2: A Model of Conflict Occurrence within an International Organization
Figure 16.3: A Model of Conflict Management Process in an International Organization
Figure 18.1: National Cultures and Business Ethics and Social Responsibilities of Each Foreign Unit of an MNC
Figure 18.2: Stakeholder Approach of Business Ethics and Social Responsibility Goals and Strategies
Figure 18.3: Processes Influencing the Content and Nature of a Foreign Unit’s Business Ethics and Social Responsibility Activities
Figure 19.1: Analysis for Determining the Scope of Social Responsibility Programs of Foreign Subsidiary Units
Figure 19.2: Analysis of Stakeholder Concerns and Inputs in MNC Home and Foreign Subsidiary Units’ Host Countries
Figure 19.3: Factors Determining the Nature of Each Foreign Subsidiary Unit’s Social Responsibility Involvement in Its Host Country
Table 2.1: Host Country’s Influences on Subsidiary’s Leadership
Table 2.2: Matching Subsidiary’s Leadership Styles to Host Country Culture
Table 3.1: Dominant Logic, Scope and Focus of International Growth Strategies
Table 3.2: International Organizational Growth Strategies Using the Dominant Growth Logic
Table 4.1: Innovative and Entrepreneurial Strategies for an MNC: A Conceptual Framework
Table 5.1: Global CEO: More Than the Augmented Executive: Roles and Responsibilities
Table 6.1:The International Executive’s or CEO’s Roles for His (or Her) Organizational Strategic and His (or Her) Personal Issues 140
Table 6.2:The International Executive’s or CEO’s Roles for Varying Global Organizational Environments: An Analysis of Strategic and Personal Focus 141
Table 7.1: The International Executive’s or CEO’s Leadership Styles, Arts, and Skills
Table 7.2: The International Executive’s or CEO’s Roles and Responsibilities
Table 7.3: The International Executive’s or CEO’s Roles and Approaches, Depending on the Country’s Levels of Technical and Business Professionalism and Sophistication
Table 8.1: The International Executive’s Training Objectives
Table 11.1: Evaluating and Improving the Match between the Host Country’s National Culture and the International Executive’s Effective Leadership Styles
Table 11.2: Achieving More Close and Harmonious Enough “Fit” between the International Executive’s Characteristics, Knowledge, and Skills and the Needs and Expectations of the Foreign Subsidiary and Its Host Country
Table 13.1: Improving the International Executive’s Self-efficacy and Effectiveness
Table 14.1: Host Country’s Cultures and Subsidiary Unit’s Management Styles
Table 14.2: Contingency Approach for Developing the Arch Management Style and Organizational Culture of a Foreign Subsidiary, Using the Host Country’s National Culture and Environment as the Bases
Table 16.1: Conflict Management Strategies in an International Organization
We as educators have a special purpose to humanity. For us, as spirited students, scholars, researchers, authors, and teachers, we believe that the future holds us responsible and true to our purpose of enlarging and imparting the scope of education across the world. We believe that the future holds us true to our purpose of transmitting across countries our values and views, our sifted thoughts, ideas and knowledge, and our ongoing winnowing reflections and discussions. We join hands with the practitioners and consultants to learn from each other’s experiences.
Actually, even practicing managers and supervisors engage in teaching, when they coach, mentor, and train their people as they manage them. They too are educators even as they are managers.
At the University of Wisconsin-Whitewater formal retirement ceremony on May 17, 2018, after working for full fifty years after my MBA, and, on my retiring after 41 years as professor of management from my University, I gave my retirement speech, “Ode to Teachers.” I quote it here:
Ode to the Teachers
We are the farmers of Whitewater, of Wisconsin and of the World.
We daily toil this soil, this Garden of Eden.
We nurture these fertile minds,
We light these intellectual souls,
We inspire specialized bodies of knowledge,
We ignite spiritual passions,
We nurture the culture of intellectual growth,
We seek enlightenment through the pure pursuit of knowledge.
For, the pursuit of knowledge leads to the pursuit of wisdom and inner happiness.
The spirit of learning is always alive,
Training is very basic to a human
Everyone yearns to learn.
The brilliant can learn on their own, the lesser need us even more.
Oh! What a lot of flowers we have, seeking knowledge and even wisdom.
Flowers of all hues and diverse views, all bright and brilliant, sparkling and resplendent.
We are humble in our daily toil,
We are also Whitewater proud!
Oh! What noble global farmers we are!
For, What can be more important and exhilarating than to take a human life,
Give it a better life by giving it specialized knowledge, ethics and values,
And the skills to think and reason, critical and creative, to analyze, decide and act!
What can be more important than that!
So, sprout forth these knowledge-based beauties.
Oh! What a lot of beautiful flowers, forever seeking knowledge, wisdom and inner happiness.
I say to my fellow retirees:
Congratulations! Though we join the ranks of the unranked, we won’t go into oblivion,
But to immortality through the growing number of our glowing graduates.
We will not be scholarly clerics turning into decrepit relics,
We will remain vibrant. We will never let indifferent Frost stay Life’s warm waves,
Always active, perceptive and bold!
Ours is more than a job, more than a career, more than even a calling,
We reflect the human’s true yearning for learning.
In May we have National Teacher’s Day. Every day is Teacher’s Day. Knowledge never sleeps.
We flow with our students, knowledge in the midst of all, scan the knowledge environment, cast a wide net, ride the crest.
We will edify both a doing and an end.
On every Commencement we say to the world:
Here are spirited graduates, passion included,
All bright and brilliant, sparkling and resplendent
They will herald a new age, full of new practice and insights.
Oh! What a lot of flowers, pursuing knowledge, wisdom and inner happiness.
Oh! What good farmers we are!
How can I retire from this Garden of Eden!
I am at home in my classroom. I am in my classroom at home. I enjoy teaching in my classroom. I enjoy studying at home.
The Spirit of Education: The Spirit of Good Values
The spirit of education is always alive. We should catch the spirit of education. Education is the mainstay of mankind. Sullied would he be of soul to pass through life and not educate himself. Nourished would he be of soul to educate himself throughout his life.
As we educate our students, we must impart the correct values for a satisfying success. We often measure success by how much money a man makes. We also measure success by how much status, prestige, power, influence, and control he has garnered. And yet there is another measure, a better measure. Doing the right. We should measure success by how much right things he did. Rich or poor, small or great, famous or not, the real question is, “Did he at every turn choose the right over the wrong, and did he do the right?”
In quite a similar vein of thought, Warren Buffett, a reputed American business magnate, investor, and philanthropist, who is also the chairman and CEO of Berkshire Hathaway, at his annual stockholders meetings has often said that he defines success by how many people he makes happy. Similarly, other successful business leaders, after they have attained their career pinnacle, say that building strong and happy relationships with others is the true measure of success. Satisfying success has many names.
In addition to imparting knowledge to our students, we also impart a set of good values and strong work ethic with which they could go and make it good in the world and do good to the world.
Writing in the Freedom of the Intellect
After retirement, I continue to read and write in the international management and strategic management areas. Lucky for me, I enjoy writing conceptual books which also have implications for practice. I like to write in the freedom of the intellect. It is enjoyable for me to conceptualize the issues from a higher plane of abstraction and see how they might fit together and how they might help to explain some practical phenomena on the surface level, the down to the earth.
- XXX, 460
- ISBN (PDF)
- ISBN (ePUB)
- ISBN (MOBI)
- ISBN (Hardcover)
- Publication date
- 2020 (November)
- New York, Bern, Berlin, Bruxelles, Oxford, Wien, 2020. XXX, 460 pp., 19 b/w ill., 18 tables.