The Multinational Corporation (MNC) has been rightfully identified as the k?y ag?nt for international change, and increasing attention has b??n d?vot?d to studying its implication.(Holstein, 2004) Most ethnographic studies of corporations tak? as th?ir focus th? int?rnal organization and cultur? of a particular firm taken as a discrete unit. By virtue of crossing national bord?rs as a daily practice ? the internal cultural and social proc?ss?s of big busin?ss organizations can also b? an important sit? from which to obs?rv? th? g?rmination of global cultur? mor? g?n?rally. MNCs' int?rnal arrang?m?nts ar? reflective of informational, comm?rcial, and cultural underpinnings. (F?rguson, 1994)
So, what priorities will drive global companies in the years to come? It should b? no surpris? that l?ad?rship d?v?lopm?nt is th? numb?r one global HR priority, follow?d by p?rformanc? manag?m?nt and th? r?cruitm?nt of high-quality ?mploy??s.
For the past few y?ars, organizations hav? b??n sounding th? warning b?ll about a looming void in l?ad?rship development. Th? gap b?tw??n curr?nt l?ad?rship skills and thos? that will b? n??d?d in th? futur? is b?coming incr?asingly appar?nt. In fact, DDI's 1999 Th? L?ad?rship For?cast: A B?nchmarking Study shows that ?v?n l?ad?rs don't consid?r th?ms?lv?s to b? strong in ?ight of th? top 10 skills d??m?d important for futur? l?ad?rship positions. (Alv?sson 1996)
Som? of th? skills with th? bigg?st p?rc?iv?d d?fici?nci?s ar? strat?gic d?cision making, vision, communication, and innovation.
A 1998 study of 13 int?rnational firms, D?v?loping L?ad?rs for th? Global Fronti?r by Hal Gr?g?rs?n, All?n Morrison, and St?wart Black, show?d that 67 p?rc?nt of r?spond?nts had no capabl? global l?ad?rs or th? l?ad?rs had l?ss capability th ...