Managerial Self-Concept in a Global Context

Abstract

The level of sociocultural adaptation a global manager undergoes when relocating from his or her home country affects the rate and severity of adjustment for that individual. To reduce the potentially negative impact of the lack of cross-cultural competencies, it is critical for individuals to have a concise understanding of their self-concept, recognizing their strengths and weaknesses. Self-concept is critical to learn how to effectively gain cross-cultural competencies. It is suggested that in their home country a manager has three points of reference to determine one’s self-concept—individual, group, and organization. The culture of the international posting country provides a fourth reference point. This article draws on a competency-based view to form the basis for self-evaluation and the development of a composite self-concept. Moreover, it proposes an implementation “roadmap” for developing cross-cultural competencies of global managers.

Economic, organizational, and environmental capabilities for business sustainability competence: Findings from case studies in the fashion business

“…These attributes sustain competitive advantage throughout the transformation of these resources into potent sources of valuable products and managerial rents. Harvey et al (2012) shared the same viewpoint. Managerial competence also reflects the leader s capabilit to develop and communicate a vision of interfirm relationships (Lado et al, 1997).…”

“…Strategic implications are derived showing how capabilities may be used strategically to manage business sustainability competence. Business sustainability capability is conceptualized to have three components: organizational competence in terms of social well-being and managerial competence (Lamb et al, 1984;Lado et al, 1992;Lado et al, 1994;Harvey et al, 2012); environmental competence in terms of the application of the five Rs (re-imagine, redesign, recycle, reuse, and reduce) (Hoffman, 2000;Choi et al, 2012); and economic competence, in terms of market-driven competence and innovation (Lado et al, 1992;Johnnessen et al, 2001b;Cagnin et al, 2005;Yolles, 2009). In this study, we first develop a conceptual framework for the causal relationships among business sustainability capability, business sustainability competence, and firm performance.…”

Identifying conceptual incongruences within global leadership competency models

“…Based on the criteria above, 35 studies were selected for full-text review (see Table 2). These studies were assessed based on the eligibility criterion for inclusion: having the proposition of an What is a global manager (Bartlett and Ghoshal, 2003) Defining the content domain of intercultural competence for global leaders (Bird et al, 2010) Dynamic cross-cultural competencies and global leadership effectiveness (Caligiuri and Tarique, 2012) Mindfulness: Nurturing global mind-set and leadership (Chandwani et al, 2016) The career competencies of self-initiated and assigned expatriates: Assessing the development of career capital over time (Dickmann et al, 2018) Developing leaders' strategic thinking through global work experience: The moderating role of cultural distance (Dragoni et al, 2014) Developing leaders for the global frontier (Gregersen et al, 1998) Global managers' perceptions of cultural competence (Grosse, 2011) Managerial self-concept in a global context: An integral component of cross-cultural competencies (Harvey et al, 2012) Assessing global leadership competencies: The critical role of assessment centre methodology (Herd et al, 2016) Understanding the professional project manager: Cosmopolitans, locals and identity work (Hodgson and Paton, 2016) Creating the asset of foreignness: Schrodinger's cat and lessons from the nissan revival (Ikegami et al, 2017) In the eye of the beholder: Cross cultural lessons in leadership from project GLOBE (Javidan et al, 2006) 'Am I still one of them? ': Bicultural immigrant managers navigating social identity threats when spanning global boundaries (Kane and Levina, 2017) Transforming business education to produce global managers (Kedia and Englis, 2011) An integrative framework for global leadership competency: Levels and dimensions (Kim and McLean, 2015) Developing global leaders through international assignments -an identity construction perspective (Kohonen, 2005) When do global leaders learn best to develop cultural intelligence?…”

Culture and Managers in a Globalised World

“…The same argument can be made in relation to the neglect of organisational culture and workplace context, since generic competencies may not be transferable across different knowledge domains (Burgoyne, 1989). Contemporary multinational organisations require managers who are sensitive to the unique decision-making and action-implementation demands typical of a globally-interdependent international economy (Harvey, McIntyre, Moeller & Sloan, 2012). These international managers must be capable of accessing and integrating information through multiple cultural filters (Emmerling & Boyatzis, 2012) as well as capably developing and enacting multiple strategies for organisational goal achievement (Gannon et al, 2012).…”