Defining the “global” in global leadership
While scholars have begun to develop the conceptual foundations of global leadership, few attempts have been made to unify the plethora of existing definitions. We argue that the lack of a precise, rigorous and commonly accepted definition of global leadership limits the field's conceptual and empirical progress. Building on recommended practice for construct definitions, we first review and critique existing definitions of global leadership. Second, we specifically focus on explicating the global construct encompassed by the global leadership phenomenon and propose three dimensions along which this sub-construct can be analyzed: complexity, flow, and presence. Finally, we offer a revised construct definition and conclude with implications for research and practice.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 47 (2012)
Issue (Month): 4 ()
|Contact details of provider:|| Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/620401/description#description|
|Order Information:|| Postal: http://www.elsevier.com/wps/find/journaldescription.cws_home/620401/bibliographic|
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Douglas Dow & Amal Karunaratna, 2006. "Developing a multidimensional instrument to measure psychic distance stimuli," Journal of International Business Studies, Palgrave Macmillan, vol. 37(5), pages 578-602, September.
- Caligiuri, Paula & Tarique, Ibraiz, 2009. "Predicting effectiveness in global leadership activities," Journal of World Business, Elsevier, vol. 44(3), pages 336-346, July.
- Shung J Shin & Frederick P Morgeson & Michael A Campion, 2007. "What you do depends on where you are: understanding how domestic and expatriate work requirements depend upon the cultural context," Journal of International Business Studies, Palgrave Macmillan, vol. 38(1), pages 64-83, January.
- Tahvanainen, Marja & Welch, Denice & Worm, Verner, 2005. "Implications of Short-term International Assignments," European Management Journal, Elsevier, vol. 23(6), pages 663-673, December.
- Harvey, Michael & Novicevic, Milorad M. & Buckley, M. Ronald & Fung, Helen, 2005. "Reducing inpatriate managers' 'Liability of Foreignness' by addressing stigmatization and stereotype threats," Journal of World Business, Elsevier, vol. 40(3), pages 267-280, August.
- Suutari, Vesa & Brewster, Chris, 2000. "Making their own way: international experience through self-initiated foreign assignments," Journal of World Business, Elsevier, vol. 35(4), pages 417-436, January.
- Collings, David G. & Scullion, Hugh & Morley, Michael J., 2007. "Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives," Journal of World Business, Elsevier, vol. 42(2), pages 198-213, June.
- Harvey, Michael G. & Buckley, M. Ronald, 1997. "Managing inpatriates: Building a global core competency," Journal of World Business, Elsevier, vol. 32(1), pages 35-52, April.
When requesting a correction, please mention this item's handle: RePEc:eee:worbus:v:47:y:2012:i:4:p:493-503. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Zhang, Lei)
If references are entirely missing, you can add them using this form.