The International Executive

Training for Ethical, Strategic and Competitive Leadership

by Yezdi H. Godiwalla (Author)
©2020 Monographs XXX, 460 Pages


This book explores the training of an international executive for ethical, strategic and competitive leadership. It provides conceptual review and analyses, as well as, implications for practice (including specific recommendations for actions, their justifications, and implementation guidelines, for practicing managers) for effectively managing a multinational corporation (MNC). The focus is on the effective training and skill development of the international executive, whether he or she works at the MNC headquarters, its foreign subsidiaries or other foreign operations. We should lead with values and vision.

Table Of Contents

  • Cover
  • Title
  • Copyright
  • About the author
  • About the book
  • This eBook can be cited
  • Contents
  • List of Figures
  • List of Tables
  • Preface
  • Acknowledgments
  • 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

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:


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 (Hardcover)
Publication date
2020 (November)
New York, Bern, Berlin, Bruxelles, Oxford, Wien, 2020. XXX, 460 pp., 19 b/w ill., 18 tables.

Biographical notes

Yezdi H. Godiwalla (Author)

Yezdi H. Godiwalla is Emeritus Professor of Management, College of Business and Economics, University of Wisconsin-Whitewater, USA, where he was Professor of Management for 41 years. He has received awards for teaching and research, including the "W P Roseman Excellence in Teaching Award" (the university’s highest teaching award). He has published or presented numerous scholarly books, articles and papers in many areas of management. He has received his BA (Honours) from Ranchi University, India; his MBA from Indian Institute of Management-Ahmedabad; and his PhD from Oklahoma State University, USA. He had worked with Tata Steel and Godrej and Boyce companies in India.


Title: The International Executive
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492 pages