Determining the impact of cognitive styles on the effectiveness of global managers: Propositions for further research

Abstract

FORUM is a nonrefereed section inviting readers' reactions and opinions.

Network pictures as a research device: Developing a tool to capture actors' perceptions in organizational networks

“…Other areas of management research, such as the cognitive strategic group literature in the area of strategic management, have also recognized this relation between individual perceptions and actions as important. For example, research in these wider areas shows that the complexity of actors' knowledge structures has an impact on firms' action and performance (Bartunek, Gordon, & Weathersby, 1983;Lurigio & Carroll, 1985;McNamara, Luce, & Tompson, 2002;Walsh, 1995;Yiu & Saner, 2000), as well as on managers' decision-making and analytical skills (Streufert & Nogami, 1989;Streufert & Swezey, 1986). Previous research in these other areas of management on the relation between cognitive models for strategic decision-making and actions, could thus be used to better understand the relationship between network pictures and networking, as well as to investigate the associated network outcomes.…”

Commentary. Expatriate manager development

“…The following recommendations are insights adapted from research by Kopp (1994) and Lim (1999). The ideas correlate well with Yiu and Saner's (2000) propositions as well as with the tools for expatriate manager development. First, practitioners must establish a needs analysis system to document and identify key work values in their organization and to communicate them to the parent organization.…”

“…Research points toward solutions for improving managerial effectiveness in cross-cultural situations (Yiu & Saner, 2000). Perhaps most importantly they suggest that to be effective in cross-cultural situations, expatriate managers need to acquire and develop strong perceptual skills as well as basic managerial skills.…”

“…Propositions by Yiu and Saner (2000) have great utility in preparing expatriate managers for new assignments.…”

Globalization and its Impact on Leadership Qualification in Public Administration

“…Hofstede (1980: 259) points out that trying to develop leadership as if it were an independent characteristic which a person could acquire is naïve -leadership is a complement to subordinateship. Cultural values are present in both the leader and the subordinate, hence cultural differences also necessitate cultural adaptation to fit a country's predominant cultural preferences (Yiu and Saner, 2000).…”