Gary Oddou

Defining the content domain of intercultural competence for global leaders

Purpose – Research on expatriation and global leadership has been characterized by wide variations in defining what constitutes intercultural competence. Greater progress can be achieved if a comprehensive definition of the intercultural competence domain can be established, particularly with regard to the specific context of global leadership. This paper aims to focus on the issues.Design/methodology/approach – The authors conduct an extensive review of the global leadership and expatriation literatures, integrating and synthesizing prior theoretical and empirical efforts to develop a comprehensive domain definition for intercultural competence in the context of global leadership.Findings – The domain of intercultural competence in the context of global leadership comprised three dimensions – perception management, relationship management and self management. Each dimension is characterized by facets that further delineate aspects of intercultural competence.Research limitations/implications – The domain...

The overseas assignment: A practical look

Abstract You have heard all the nightmares—and, maybe, some good reports—about an overseas assignment. But if one should come your way, what must you consider in deciding whether to accept it?

The effects of HR policies and repatriate self-adjustment on global competency transfer

A growing body of literature has emphasized the important role of international assignments in helping create a more globally competent management cadre. Indeed, the competencies acquired through international assignments can often be a significant source of competitive advantage for firms. However, for employers to derive benefits from a repatriates newly acquired global competencies, they must work to ensure the successful transfer of those competencies to subsequent job assignments. This study specifically examined the degree to which a firms HR policies and practices influence the transfer of global competencies acquired through an overseas assignment. In addition, we examined the impact on competency transfer of the repatriates capacity and desire to adjust to the repatriation job assignment, which has been a largely neglected element in this stream of research. The relative predictive effects on competency transfer of both the firms HR policies and the employees self-adjustment were determined via hierarchical regression. Results showed a large incremental change in predicted variance when firms HR policies were entered after employee self-adjustment. Conversely, employee self-adjustment showed only minimal incremental change in predicted variance when entered after HR policies. A deliberate and proactive consideration of a firms HR policies and practices, therefore, seems of primary importance in deriving benefits from an employees overseas assignment, while the employees self-adjustment experiences are also important but relatively less so.

Internationalizing managers: Speeding up the process

Most multinational companies agree that their managers need international expertise; but a recent survey surprisingly revealed that more than half of the large European corporations participating in the study lacked a strategy -- either in writing or as a commonly articulated value -- for internationalizing their managers (Price Waterhouse/Cranfield, 1991, p. 14). Not only must cutting-edge companies implement this process, but they have to find ways to speed it up to stay competitive. Brooklyn Derr and Gary Oddou report a 1991 survey conducted with 105 European multinationals employing an average of 30,000 workers each. The respondents, usually directors of human resource management and management development, identified the current strategies most frequently used to internationalize their firms, the importance assigned these strategies (not necessarily the same thing), and short-range trends. The article also explores the different challenges presented by attempting to internationalize senior managers as compared to junior managers. Expatriation/repatriation has been the traditional means of internationalizing managers, but companies are not doing a uniformly able job in preparing their managers for expatriation nor in taking advantage of their expertise after they return. In addition to making recommendations about expatriation/repatriation, the authors suggest newer, faster practices for internationalizing managers.

Person perception in cross-cultural settings: A review of cross-cultural and related cognitive literature

Abstract The purpose of this paper is to review cross-cultural studies and other relevant cognitive literature concerning person perception in a cross-cultural setting. A summary is made of the major findings and hypotheses are suggested which would significantly increase our understanding of this very underresearched field. The authors determine that cross-cultural research in those areas reviewed suffers from lack of unity as a result of little common theory-driven research. Finally, potentially contributive cognitive theories and concepts are briefly mentioned that might improve research paradigms and provide a more unified approach to cross-cultural person perception research.

The Context of Expert Global Leadership

We focus on the extreme complexity of the global context in relation to global leadership expertise. We relate how the subjects in a qualitative study of expert cognition in global leaders describe their work context. Our goal is to build a foundation for a theoretical argument as to what distinguishes domestic/traditional leadership from global leadership and further clarify the role context plays in challenging and developing global leaders.

Measuring Global Leader Intercultural Competency: Development and Validation of the Global Competencies Inventory (GCI)

Based on a review of multiple literatures, a comprehensive content domain of essential intercultural competencies for effective global leaders is presented. This domain is then used to guide the development of the Global Competencies Inventory (GCI), a 160-item self-report measure that assesses the degree to which individuals possess the intercultural competencies that are associated with global leader effectiveness. Using sample sizes ranging from several hundred to nearly 9,000 subjects, evidence from several studies is presented showing the GCI to have convergent validity, predictive validity, and freedom from demographic and ethnic subgroup biases. Implications for theory and future research are also discussed.

Exceptional global leadership as cognitive expertise in the domain of global change

Prior empirical investigations in global leadership are typified by a content approach using surveys or interviews. Research on how global leaders perceive and respond to their work context is scant. This investigation focused on global leadership as a form of expert cognition in the domain of global change. We employed applied cognitive task analysis and content analysis to identify how exceptional global leaders conceptualise their work contexts, approach their work, and develop their expertise. Our findings suggest that characteristics of the work context exert a strong influence on the type of expertise that global leaders exhibit. We conclude with a consideration of the implications of these findings and the expert cognition approach for future research on global leadership behaviour.

Readings and cases in international human resource management and organizational behavior

Preface: The White-Water Rapids of International Human Resource Management: Robin Earls Dilemma Gunter K. Stahl, Mark E. Mendenhall, and Gary R. Oddou Part 1: The Context of IHRM: Challenges, Strategies, and External Forces Readings: 1.1 Putting The Challenges of International Human Resource Management Into Perspective Paul Evans, Vladimir Pucik and Ingmar Bjorkman 1.2 Managing Global Talent Challenges With Global Talent Management Initiatives Randal S. Schuler, Susan E. Jackson, and Ibraiz Tarique 1.3 Localisation: Societies, Organizations And Employees W. Harry and David G. Collings Cases: 1.1 Peter Hanson: Building A World-Class Product Development Centre For Hi Tech Systems In China Ingmar Bjorkman 1.2 Socometal: Rewarding African Workers Evalde Mutabazi and C. Brooklyn Derr 1.3 Four Seasons Goes To Paris Roger Hallowell, David Bowen and Carin-Isabel Knoop Part 2: Cross-National and Global Leadership Readings: 2.1 Developing Global Leadership Capabilities And Global Mindset: A Review Joyce S. Osland, Allan Bird, Mark E. Mendenhall and Asbjorn Osland 2.2 In The Eye Of The Beholder: Cross-Cultural Lessons In Leadership From Project Globe Mansour Javidan, Peter W. Dorfman, Mary Sully de Luque, and Robert J. House 2.3 Multicultural Individuals: What Can They Bring To Global Organizations? Stacey Fitzsimmons, Christof Miska, and Gunter K. Stahl Cases: 2.1 Computex Corporation Martin Hilb 2.2 Johannes Van Den Bosch Sends An Email Joseph DiStefano 2.3 Carlos Ghosn: Leader Without Borders Manfred F.R. Kets de Vries and Elizabeth Florent-Treacy Part 3: Training, Performance Management, Appraisal, and Compensation Issues for Global Managers Readings: 3.1 Changing Patterns Of Global Staffing In The MultInational Enterprise: Challenges To The Conventional Expatriate Assignment Aan Emerging Alternatives David G. Collings, Hugh Scullion, and Michael J. Morley 3.2 Expatriate Performance Appraisal: Problems And Solutions Mark E. Mendenhall and Gary R. Oddou 3.3 A Local Perspective To Expatriate Success Soo Min Toh and Angelo S. DeNisi Cases: 3.1 Fred Bailey: An Innocent Abroad J. Stewart Black 3.2 Recruiting A Manager For Brb Israel William H. Roof and Barbara Bakhtari 3.3 Andreas Webers Reward For Success In An International Assignment - A Return To An UnCertain Future Gunter K. Stahl and Mark E. Mendenhall Part 4: People Issues in International Teams, Alliances, Mergers, and Acquisitions Readings: 4.1 Managing Multicultural Teams Jeanne Brett, Kristin Behfar, and Mary C. Kern 4.2 Cultural Diversity in Cross-Border Alliances Susan E. Jackson and Randall S. Schuler 4.3 Human Resource Management Issues In International Mergers And Acquisitions Vladimir Pucik, Paul Evans, and Ingmar Bjorkman Cases: 4.1 A Marriage Of Reason: Renault And Nissan Global Strategic Alliance Philippe Lassere 4.2 Lenovo-Ibm: Bridging Cultures, Languages, And Time Zones Kathrin Koster and Gunter K. Stahl 4.3 Guangdong Electronics Ingmar Bjorkman and Ming Zeng Part 5: Global Business Ethics, Corporate Social Responsibility, and Management of Diversity Readings: 5.1 Values In Tension: Ethics Away From Home Thomas Donaldson 5.2 Frameworks For Teaching And Learning Business Ethics Within The Global Context: Background Of Ethical Theories Judith White and Susan Taft 5.3 Stereotype Threat At Work Loriann Roberson and Carol T. Kulik Cases: 5.1 Changmai Corporation Charlotte Butler and Henri-Claude de Bettignies 5.2 Olivia Francis Mark E. Mendenhall 5.3 Levi Strsuss & CO. - Addressing Child Labor In Bangladesh Nicola Pless and Thomas Maak

A Cross-Cultural Exercise: Expat in the Marketplace.

With the increasing importance of the global marketplace, students need tobe more effectively prepared to manage themselves in the context of different cultures. This article explains an effective cross-cultural exercise that is simple to set up yet effective in its simulation of a cross-cultural interaction. Debriefing notes are included to help maximize the effectiveness of the learning.