Some factors that have contributed to the need for organizational leaders to adapt, and adjust to other national cultures are the globalization of the workforce, the expansion of international companies, and exposure ...Some factors that have contributed to the need for organizational leaders to adapt, and adjust to other national cultures are the globalization of the workforce, the expansion of international companies, and exposure of many national organizations to increased business competition. The increased competition has forced organizational leaders to engage in the understanding of the cultural limitations of organizations and their leadership practices. In addition, cross-cultural leadership researchers in 21st century are cognizant of the fact that culture is a condition, and a boundary to previous leadership theories and practices. Using Gerte Hofstede＇s cultural dimension model, culture and organizational leadership as they relate to the leadership practices of participants, and National and Family Cultures are examined in this revised paper.展开更多
A firm may expand in two ways： by tangible expansion through an increase in the scale of the physical company, or by intangible expansion, an optimization process drawing on both the firm＇s physical entity as well a...A firm may expand in two ways： by tangible expansion through an increase in the scale of the physical company, or by intangible expansion, an optimization process drawing on both the firm＇s physical entity as well as virtual resources, producing borderless growth. We take a case study approach to explore borderless development at business, managerial, and operational levels and to study four facilitators of borderless development： information technology, the virtual world, virtual operations, and concentration on core business. We conclude that firms may achieve global dominance in their area of core competency through borderless development.展开更多
文摘Some factors that have contributed to the need for organizational leaders to adapt, and adjust to other national cultures are the globalization of the workforce, the expansion of international companies, and exposure of many national organizations to increased business competition. The increased competition has forced organizational leaders to engage in the understanding of the cultural limitations of organizations and their leadership practices. In addition, cross-cultural leadership researchers in 21st century are cognizant of the fact that culture is a condition, and a boundary to previous leadership theories and practices. Using Gerte Hofstede＇s cultural dimension model, culture and organizational leadership as they relate to the leadership practices of participants, and National and Family Cultures are examined in this revised paper.
文摘A firm may expand in two ways： by tangible expansion through an increase in the scale of the physical company, or by intangible expansion, an optimization process drawing on both the firm＇s physical entity as well as virtual resources, producing borderless growth. We take a case study approach to explore borderless development at business, managerial, and operational levels and to study four facilitators of borderless development： information technology, the virtual world, virtual operations, and concentration on core business. We conclude that firms may achieve global dominance in their area of core competency through borderless development.
