Global Factors

Global competencies and localization.

Several chapters discuss how the rapid internationalization of companies from the emerging markets leads to a new challenge facing LD providers: developing competencies for leading in foreign markets and beyond the national borders. Thus, chapters on Thailand and Vietnam point out that the impending integration with the ASEAN Economic Community means that most Thai and Vietnamese managers will need to develop new leadership competencies. Specifically, there is a need for developing global leadership competencies aimed at addressing the challenge of leading multinational workforce, consisting of nationals of other ASEAN countries, and leading their organizations’ operations in other countries.

Alagaraja and colleagues (this volume) argue that developing global leaders is an important priority item for LD in a growing number of Indian MNCs. In discussing what global competencies may be important for Indian managers, they cite Mendenhall (2011) who identified two sets of such competencies: global business and operating expertise, and intercultural competencies.

Likewise, Li, Wang, and Wu (this volume) argue that global leadership competencies are highly important for leaders of Chinese companies, and currently there is a shortage of “Chinese talents with the necessary competencies and potentials to reach global and executive leadership positions in multinational corporations” (p. 81).

 
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