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Global Leaders (global + leader)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	66%

Selected Abstracts

Divergent Hybrid Capitalisms in China: Hong Kong and Taiwanese Electronics Clusters in Dongguan

ECONOMIC GEOGRAPHY, Issue 4 2007
Chun Yang
Abstract: This article explores and compares the changing dynamics and organization of cross-border production by Hong Kong and Taiwanese electronics firms in China, on the basis of more than 40 semistructured interviews with firms from April 2005 to January 2007 in various towns of Dongguan, an emergent "global factory" in south China. Despite initial resemblances, Hong Kong and Taiwanese electronics clusters have adopted different approaches to organize their cross-border production since the late 1990s. Little systemic comparative analysis has been conducted on the causes. The divergent practices can be interpreted as differences in corporate strategies of parent and branch firms, industrial policies in Hong Kong and Taiwan, linkages with global leaders, and home-host interactions in response to the challenges of globalization. To tap into the domestic market of mainland China, Hong Kong companies have tended to become "domestic firms," while Taiwanese companies have become wholly foreign owned and pursued a "pseudo-location" of suppliers of raw materials and components. The article concludes that more comparative studies are needed on divergent hybrid capitalisms that are driven by different sources of foreign direct investment in various host regions, so as to develop empirical insights into appropriate conceptual frameworks. [source]

Developing global leaders: Executive coaching targets cross-cultural competencies

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 1 2006
Katherine Handin
Leaders working with colleagues from other cultures or heading multicultural teams may find themselves stymied by their own apparent ineffectiveness and bewildered by the reactions of others. A new model of executive coaching can help individuals transform lifelong conditioning and personal assumptions into new beliefs and behaviors needed for cross-cultural collaboration and leadership. The coachee draws on three core ethnorelative values and behaviors,curiosity, cultivation, and collaboration,and uses communication skills and reflection techniques to delve beneath the surface of each situation. Through self-awareness and appreciation for others, the coachee becomes a leader who can deftly navigate cultural differences to build rewarding and productive relationships. © 2006 Wiley Periodicals, Inc. [source]

Commentary on "meeting the competency needs of global leaders: A partnership approach": An executive coach's perspective

HUMAN RESOURCE MANAGEMENT, Issue 3 2006
Judi Brownell
This article concludes that common competencies, the fundamental knowledge and skills developed in traditional educational environments, are necessary but insufficient in the preparation of global leaders. Rather, human resource professionals, in partnership with management educators, are best positioned to identify and facilitate global leadership excellence by focusing on the identification and development of key personal characteristics or distinctive competencies. In particular, global leaders must be men and women of sound character. We further propose that "distinctive competencies" are best assessed through experience in the field. Recommendations are offered as to how competency-based leadership development can be designed to address both common and distinctive competencies, with special attention to the individual's character. © 2006 Wiley Periodicals, Inc. [source]

RFID research and testing for packages of apparel, consumer goods and fresh produce in the retail distribution environment

PACKAGING TECHNOLOGY AND SCIENCE, Issue 2 2008
S. P. Singh
Abstract Radio frequency identification (RFID) is a term used for any device that can be sensed at a distance by radio frequencies with few problems of obstruction. The origins of the term lie in the invention of tags that reflect or retransmit a radio-frequency signal. According to a recent article by Forrester Research, the minimal ,Slap and Ship' approach to RFID compliance will cost an individual company between $2 million and $20 million. Because retailers like Wal-Mart plan to share with their suppliers all the RFID-generated data points (from when a case/pallet enters their distribution centre until it leaves their stockroom), suppliers will eventually be able to use this data as a powerful forecasting tool. RFID is an enabling technology that can potentially facilitate a real-time, end-to-end supply chain visibility system. Suppliers who integrate full-scale RFID systems will realize efficiencies in time, material movement, inventory planning, shipping and warehousing both internally and externally. This paper provides a brief overview of the RFID technology, mandates by retailers and federal agencies, advances towards global standardization and typical consumer level RFID applications, and discusses RFID initiatives taken by some of the global leaders in apparel, consumer goods and fresh produce industries. Copyright © 2007 John Wiley & Sons, Ltd. [source]

The developmental path of networking capability of catch-up players in Korea's semiconductor industry

R & D MANAGEMENT, Issue 4 2003
Hyun-Dae Cho
With respect to technological learning, networking and globalization, and the subsequent development of technological capability, this study examines the developmental path of catch-up players in Korea's semiconductor industry. It in particular deals with the important aspects of local and global networking of catch-up players accumulating technological capability. This paper also argues that networking capability plays a critical role in the development of the technological capability of catch-up players in developing countries, and that their networking patterns are changed along the global technological trajectory that they face. That is, on the basis of the Korean case analysis, this study reveals that global hierarchical networking with global leaders is provoked in the vertical cooperative phase when global mature technologies are involved in international technology transfer. Next, the quasi-global networking with overseas sister companies and their professionals is strengthened in the discordant phase when growing technologies are involved. Reciprocal networking with global players is encouraged in the strategic phase when emerging technologies are involved. In addition, this paper addresses the development path of other aspects of technological capability, i.e., production, investment, and innovation capability, of Korea's semiconductor players. Furthermore, it discusses the relevance of Korea's development path to other countries and firms. [source]