Henry W. Lane is Professor of International Business and Strategy, D'Amore-McKim School of Business, Northeastern University, Boston. His research and teaching interests include executing global strategy, cross-cultural management, organizational learning and managing change. His Doctorate in Organizational Behavior is from the Harvard Business School. He serves as a faculty member for university and corporate courses globally. In 2009, he received the Academy of Management, International Management Division's Outstanding Educator Award for continuous excellence and innovation in teaching international management; and also the 2009 Academy of Management Review Decade Award for the co-authored article 'An Organizational Learning Framework: From Intuition to Institution'.
Inhaltsangabe
Part I. The New Global Context: 1. Global leaders in the twenty-first century 2. Mindful global leadership 3. Understanding culture: through the looking glass Part II. Leading People Across Contexts: 4. Interpersonal skills for international management: map-bridge-integrate for effectiveness at the point of action 5. Leading global teams 6. Talent management: selection, preparation and mobility of global leaders Part III. Executing Strategy and Performance: 7. Executing global strategy: foundations 8. Executing global strategy: applications 9. Leading change in global organizations Part IV. Integrity and Sustainable Performance: 10. Competing with integrity: personal integrity 11. Competing with integrity: corporate sustainability 12. Conclusion.
Part I. The New Global Context: 1. Global leaders in the twenty-first century 2. Mindful global leadership 3. Understanding culture: through the looking glass Part II. Leading People Across Contexts: 4. Interpersonal skills for international management: map-bridge-integrate for effectiveness at the point of action 5. Leading global teams 6. Talent management: selection, preparation and mobility of global leaders Part III. Executing Strategy and Performance: 7. Executing global strategy: foundations 8. Executing global strategy: applications 9. Leading change in global organizations Part IV. Integrity and Sustainable Performance: 10. Competing with integrity: personal integrity 11. Competing with integrity: corporate sustainability 12. Conclusion.
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