Exploring Global Competence with Managers in India, Japan, and the Netherlands: A Qualitative Study

Autor/in	Ras, Gerard J. M.
Titel	Exploring Global Competence with Managers in India, Japan, and the Netherlands: A Qualitative Study
Quelle	(2011), (234 Seiten) PDF als Volltext Verfügbarkeit Ph.D. Dissertation, The University of Nebraska - Lincoln
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
ISBN	978-1-2670-4727-4
Schlagwörter	Hochschulschrift; Dissertation; Experiential Learning; Cultural Background; Global Education; Foreign Countries; Socialization; Interviews; Computer Software; Identification; Classification; Comparative Analysis; Models; India; Japan; Netherlands + Suchen Sie Ihr Suchwort? Thesis; Dissertations; Academic thesis; Experiental learning; Erfahrungsorientiertes Lernen; Globales Lernen; Ausland; Socialisation; Sozialisation; Interviewing; Interviewtechnik; Identifikation; Identifizierung; Classification system; Klassifikation; Klassifikationssystem; Analogiemodell; Indien; Niederlande
Abstract	This qualitative study explores the meaning of global competence for global managers in three different countries. Thirty interviews were conducted with global managers in India, Japan and the Netherlands through Skype, an internet based software. Findings are reported by country in five major categories: country background, personal characteristics, experience in and adaptation to global business, developing global competence, and global competence. Themes were identified per country for each of these five major categories. The study's findings were compared to the existing literature on global competence. Based on the findings and existing literature the study proposes a model of global competence that defines global competence as rising to the challenge of succeeding anywhere in a complex world with resource constraints. The model consists of three major competencies (building relationships across the globe, communicating for results across the globe, and managing expectations across the globe), five basic building blocks (organizational, cultural, language, and global understanding as well as professional global passion), and two methods for global competence development (social learning and experiential learning). The study further demonstrates how this universal model can be adjusted for the cultural and national background of managers. The study concludes that there is a need to customize global development programs based on national and cultural background. It provides specific suggestions for the customization of these programs for Indian, Japanese, and Dutch participants as well general suggestions for customization applicable to other countries. Five suggestions for future research complete the study. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.] (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10