No such thing as a global manager☆
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Cited by (19)
What leads to cultural intelligence?
2008, Business HorizonsCitation Excerpt :Understanding CQ will provide some insight for organizational leaders as they select employees for international assignments, such as expatriate positions which occur when an individual lives and works outside his or her country of citizenship (Carpenter, Sanders, & Gregersen, 2001; Inkson, Arthur, Pringle, & Barry, 1997; Reuber & Fischer, 1997; Sambharya, 1996; Takeuchi, Tesluk, Yun, & Lepak, 2005). These assignments, which are used to develop future organizational leaders and global managers (Baruch, 2002; Lazarova & Caligiuri, 2001; Luthans & Farner, 2002), are important when international experience is considered a critical component of firm strategy (Yan, Guorong, & Hall, 2002). Yet, they are costly for firms (Birdseye & Hill, 1995; Krell, 2005; McNulty & Tharenou, 2004; Stroh, Gregersen, & Black, 2000), and even more costly when the employee fails the assignment (Ashamalla, 1998; Johnson, Lenartowicz, & Apud, 2006).
Prediction of the innovative capacity of countries based on their cultural dimensions: an analysis of the global innovation index
2023, Acta Scientiarum - TechnologyCultural intelligence and its relationship to administrative creativity among the heads of academic departments at Al-Baha University
2022, Journal of the Faculty of Education, Tanta UniversityBe global or be gone: Global mindset as a source of division in an international business community
2019, European Management ReviewGlobal Arts Leadership: An Exploration of Professional Standards and Demands in Arts Management
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The author wishes to thank David S. Collins and BH Editor Dennis Organ for useful comments on an earlier draft.