International Management Behavior

Martha L. Maznevski is Professor of Organizational Behavior and Faculty Co-Director for Executive Education at Ivey Business School, Western University, Ontario. She has thirty years of research and teaching experience in global leadership, specializing in cross-cultural effectiveness, global teams and collaboration, and leading in complex and dynamic organizations and environments. She has worked in over fifty countries and with leaders from around the world. Henry W. Lane is Professor Emeritus at the D'Amore-McKim School of Business, Northeastern University and at the Ivey Business School, Western University, Ontario. His research and teaching interests include executing global strategy, cross-cultural management, organizational learning and managing change. In 2009 he received the Academy of Management, International Management Division's Outstanding Educator Award; and the 2009 Academy of Management Review Decade Award. Vanessa C. Hasse is an Assistant Professor of International Business at the Ivey Business School, Western University, Ontario. Her research focuses on organizational responses to performance signals and outlier events in international contexts, as well as the impact cultural dimensions have on managerial decision-making. As a management educator, she has authored several case studies and has been recognized for her innovations in designing transformative learning experiences. Rikke K. Nielsen is Associate Professor at the Department of Communication & Psychology at Aalborg University, Denmark. Her main research areas are organizational paradox, global leadership and engaged scholarship, and she enjoys working with practice in both research and teaching to enable others to make a positive difference through knowledge co-creation and exchange.

• Preface; Acknowledgements; Introduction: a note to our readers; Part I. The New Global Context: 1. Global leaders in the 21st century; 2. Pathways to mindful global leadership: mindset, competences, and paradox thinking; 3. Understanding culture: the context for global leaders Decision-Making cases; Part II. Leading People Across Contexts: 4. Mapping cultural dimensions for effective interaction; 5. Communicating across cultures: bridging and integrating; 6. Designing and leading effective teams; 7. Talent management: selecting and preparing leaders for global assignments; Part III. Executing Strategy in a Global Context: 8. Strategy and organizational forms; 9. Executing strategy: organizational alignment for performance; 10. Leading organizational change; Part IV. Purpose, Sustainability, and Integrity: 11. Sustainability and responsible organizations; 12. Competing with integrity and ethical decision-making.