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COMPLEXITY
Managing Complexity in Globalization of Markets : General Motors' Way
-- Prof Prashant Salwan
The cases suited clearly prove that GM's success in emerging markets like India was due to management of global competitive forces by taking advantage of local strengths both in terms of manufacturing, R&D as well as market for global leverage. GM very successfully launched products in the Indian market which were nearing maturity cycle in developed markets by introducing them into Indian markets successfully
©2008 IUP . All Rights Reserved
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COMPLEXITY
Managing the Complexity of Innovation : Engaging Board
-- Dr. William B. Werther, Jr. and Dr. Jeffrey L Kerr
An increasingly turbulent environment suggests that the ability to innovate will grow in importance and complexity as innovations themselves become less durable. To overcome this paradox of innovation, boards will have to contend with a second conundrum, the paradox of innovative change, in which the organization's need for innovation is suppressed by those in the hierarchy who are threatened by it.
©2008 IUP . All Rights Reserved
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COMPLEXITY
Managing the Complex Merger Maze : Leadership Imperatives
-- Jacqueline Fendt
In the years to come, billions of dollars of economic value will again be ventured into mergers. M&A will continue to be a leading strategic action all over the world. Moreover, organizations from emerging markets will increasingly venture to merge—often with emotionally loaded flagships of the western industrialized world—in an effort to explore opportunities and counter potential menaces that an ever faster globalizing world presents.
©2008 Jacqueline Fendt. All Rights Reserved.
COMPLEXITY
Different Cultures : Different Expectations
-- Dr Rowley and Dr Wes Harry
Organizations and managers must be aware that their customers and clients as well as suppliers may have different expectations based on their own cultures. With the development of global lines of supply, logistics and customers in various countries, it becomes increasingly necessary to understand and meet the core expectations of other cultures. For example, US footwear companies learnt the costs of this when consumer boycotts and poor publicity at home resulted from operations in Southeast Asia.
©2008 Dr Rowley, Dr Wes Harry. All Rights Reserved.
COMPLEXITY
The Relationship of Workaholism and Perfectionism with Work : Behaviors and Job Performance
-- Ronald J Burke, Richard Davis and Lisa Fiksenbaum
This article examines the role of workaholism components and perfectionism in understanding a variety of work outcomes. Data were collected from 220 females and 102 males working in a number of different occupations using an anonymously completed internet survey. Work outcomes included job satisfaction, hours worked, income, self-rated job performance and three aspects of work engagement. Hierarchical regression analyses were undertaken controlling for personal demographic and work situation factors. Both workaholism and perfectionism measures predicted job satisfaction, with workaholism predicting hours worked while perfectionism predicted self-rated job performance. Workaholism components were consistently related to measures of work engagement.
©2008 Ronald J Burke, Richard Davis, Lisa Fiksenbaum. All Rights Reserved.
COMPLEXITY
The Power of Causal Understanding : Five `Magic Steps'
-- Prof. Dr. Kai-Alexander Schlevogt
Discerning the true causes of events and behavior among the "fog of war" is a necessary condition for leadership success. However, many executives are not good at causal reasoning. For example, when judging others who failed, they tend to underestimate situational factors. Even though executives often lack a solid factual base for their explanations, they usually strongly believe in them and act with unwarranted confidence. As a consequence of erroneous inferences, they are prone to overlook powerful levers of change. There are five "magic steps" help improve an executive's causal reasoning, which will transform him into a "scientific leader". Through an iterative process of deduction and induction, he will achieve both analytical breadth and depth. The "Six P-Framework for effective causal reasoning" highlights the contrasts with the past, other projects and peers within power fields of enabling and constraining factors. Based on supporting and disconfirming evidence, leaders can ascribe observations to either personal or situational factors, or a combination of both. Among other things, the advice is useful for explaining events and behavior, leading yourself, evaluating the causal reasoning of others, and influencing them.
©2008 Prof. Dr. Kai-Alexander Schlevogt. All Rights Reserved.
LEADERSHIP
Transformational Leadership : Shakespeare's Prescription
-- GRK Murty
Transformational leaders - as Shakespeare has shown in his play, The Tempest - devote their energies towards moral ends and to ignite the followers' sense of higher purpose to achieve organizational goals on a sustainable basis.
© 2008 IUP . All Rights Reserved
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INTERVIEW
Lenovo is a good example of increasing business complexity due to both expanded scope (i.e., globalization strategy) and expanded scale (i.e., through merger and acquisition).
-- Prof. Arthur Yeung, Philips
Prof. Arthur Yeung, Philips is Philips Chair Professor of Human Resource Management , Director of Centre of Organization and People Excellence, and Associate Dean at China Europe International Business School (CEIBS), Shanghai, People's Republic of China.
© 2008 IUP . All Rights Reserved
INTERVIEW
A fundamental task of leadership is providing simplicity of thinking _ a clear story _ that effectively communicates the mission and fundamental strategic path of the business.
-- Prof. Michael Brimm
Professor Michael Brimm is Emeritus Professor of Organization and Management at INSEAD. He has long been active as a researcher and consultant in designing strategies for improving individual and organizational performance. His current research extends from studies of organizational change to a project that focuses upon leadership and innovation in achieving organizational excellence in outstanding French restaurants.
© 2008 IUP . All Rights Reserved | 
