As organizations increasingly fulfill their customer needs by getting their work done globally,
there is a pressing need for the scientific community to further advance knowledge on global …

Global leaders, unlike domestic leaders, address people worldwide. Kets de Vries and
Mead developed a list of leadership qualities that included: envisioning, strong operational …

Abstract Our 2010 Journal of International Business Studies article,“Unraveling the Effects of
Cultural Diversity in Teams: A Meta-analysis of Research on Multicultural Work Groups,” …

Global organizations are inherently complex. The spatial dispersion of activities results in
organizational subunits becoming embedded in local host‐country contexts that differ from …

The combined factors of the leadership demands of globalization on firms, firms' responses
to those demands, and social scientists' efforts to investigate global leadership spawned a …

This entry explores scalability as a new factor to the five structure features for sustainability:
availability, dependability, capability, affordability, and marketability (Mathaisel et al. 2009) …

Abstract Knowledge transfer within multinational enterprises is a source of competitive
advantage. However, we know little about repatriates' role in reverse knowledge transfer …

Managers of international subsidiaries, especially subsidiary CEOs, operate at critical
interfaces within multinational enterprises (MNEs) and hold strategic responsibility for the …

From the early 1990s forward, a growing number of scholars have studied global leaders
and attempted to delineate the competencies that are critical to their success. Reviews of …

The field of global leadership has burgeoned since its inception in the late 1980s and early
1990s. The empirical findings within the leadership field are complex, paradoxical …