學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Making It Overseas
內容大綱
The conventional wisdom holds that the best way to develop global leaders is to circulate talent through positions overseas. Expose promising managers to new cultures, the thinking goes, and they'll grow and thrive. Unfortunately, that approach isn't enough. Plenty of smart, talented executives fail spectacularly in expatriate assignments. So what does prepare people to thrive in leadership roles abroad? Years of research by the Thunderbird School of Global Management, involving more than 5,000 managers around the world, reveals that success abroad hinges on something called a global mind-set. This mind-set allows executives to cope with the challenges of working in unfamiliar cultures and helps them influence stakeholders who are unlike them. It has three main components: intellectual capital (global savvy, cognitive complexity, and a cosmopolitan outlook); psychological capital (passion for diversity, thirst for adventure, self-assurance); and social capital (intercultural empathy, interpersonal impact, and diplomacy.) It can be measured-with a diagnostic developed at Thunderbird. And it can also be measurably improved-through a development plan that focuses on building each kind of capital.