some broader frameworks and conceptual models that one can consider and ponder when it comes to the subject. Indeed, global organizations, by virtue of their status and position, must content with and handle other global leaders. Beyond that, it is less than easy to find full and constant parallels between the facets of domestic leadership and the same thing for global leadership. It has been found rather consistently that global leadership has a different perspective and level of cognitive complexity, human capital, personality processes and mindsets. Even so, it has also been found that global leadership focuses can and should focus on a number of important variables such as… Continue Reading...
the organization (Mentzer et al., 2007).
Importance of Technology
Technology is vital to any strategy for business process integration in a global organization. In the contemporary, strategic management and technology are deemed to be significant elements in global corporations. A company can employ technology to generate a competitive advantage through forming barriers that deter the entry of competitors, unveiling different and innovative products or technology processes that appeal to new consumers, or altering the rules of competition in the market place (Dasgupta et al., 2009). The selection of proper and fitting technology in the… Continue Reading...
As a matter of fact, the said changes have brought to the fore new possibilities for global organizations as far as teamwork is concerned. Thus it is now possible for people to undertake on common projects in a teamwork setting even if they are not in the same geographical location. This is what is what could contextually be referred to as virtual teams. It is important to note, from the onset, that there is no assigned definition for virtual teams. This is to say that several definitions have been offered over time in an attempt to define virtual teams. In essence, however, virtual teams could be… Continue Reading...
are more likely to receive returns on their investments.
Review of Literature
Somewhere between 40 and 60 percent of global organizations have formal high potential employee development programs, such as fast-tracking, in place (Dries & DeGieter, 2013). The reason these programs are being increasingly put into place in spite of their additional costs is that high-potential employees are known to be “twice as valuable to an organization” compared to the average employee, and are “75 percent more likely to succeed in a senior position,” (Downs, 2015, p. 349). The return on investment in high-potential employees is obvious, particularly when leadership stability and future proofing a company are taken into… Continue Reading...
