Becoming a Global
Leader
Olusanya Oyeyemi
Walden University
MMSL 6130
Dr. Cherif
Sidialicherif
16 August, 2015
Executive
Summary
The scopes of global leadership nowadays require certain
competencies in addition to the usual leadership trait. This project examines
requirements for global leadership to lead a successful business beyond
geographical boundaries that demarcate culture across the globe. Competencies
in global leadership requires bilingual for better understand of different
culture and smooth collaboration. Eight characteristics were recommended to be
an effective global leaders; over sea knowledge, personal character to
accommodate others, sensitive to cultural diversity. Skills and ability,
ambitious to learn new culture, global strategic thinking of foresight and
sharing ideas over networking, Inspirational skills for better understanding of
employee to give an appropriate coaching and mentoring, eloquent communication
of convincing voice coupled with enhancement of information technology. Advent
of Internet is the prime mover for global business in this era. Nelson mandala
was cited as a good example of 19th centuries global leader while
Obama epitomize global leader in this era.
Development program is recommended for global leaders to be
successful, in which Mendenhall et al. recommended four foundational programs
for global leadership. I referred to these foundation as 4Ts; Training,
Transfer, Teamwork, and Travel, from which I deduced my basic standard
development program. In-house training is recommended to equip leaders for
international adventure, know about weather condition, currency exchange, crime
rate and many more. Transfer the employees around the company’s branches to
mixed and mingle with diverse people from different background. Assign task
that will challenge them from their comfort zone. Encourage and equip them with
facilities that will enhance teambuilding. These 4Ts will foster collaboration
beyond boundary. Finally, move the staff across the globe to experience
different culture from their own country, to enables them to evaluate their
decision beyond general perceptions.
Annotated bibliography of
five articles ; Crucible of
Leadership by Bennis, W. G. & Thomas, R.J. 2002. Article, Switching Cultural Codes, by Molingsky A. 2009. Article, Poverty and
the Multiple Stakeholder Challenge for
Global Leaders, by Reade et al., 2008. Article, Beyond Sophisticated Stereotyping: Cultural sense-making in context,
by Osland, J. S. and Bird, A. 2000, Article, and Successor Attributes in Indian and Canadian Family Firms: A comparative
Study, by Sharma, P. and RAO, S.A. 2000, Article, expatiate the importance
of cultural affiliation to global market management. Leaders were advised to be
in control, hardworking, inventive and seek common ground in dispute
resolution. Bennis and Thomas suggested four essentials of global leaders as
having convincing voice, personal integrity in setting precedence, and
adaptation to diverse culture. Likewise, Molingsky advised global leaders to
understand code-switching process; mingle with local people to familiarize
themselves with their culture, practice what they learn, reflect on their own
and seek feedback from the indigene for better performance. Reade et al. take a
different dimension by explaining how some countries’ poverty level affects
global business and suggested ways of managing them. Shama and rao conclude it
by showing the reasons for having respect for cultural heritage. All these
article corroborate each other by showing business etiquette as mention above.
In my transformational project, I found the importance of
inclusiveness in understanding cultural differences in global business
relationship. Listening to Mr. Pauls’ experience on black and white segregation
in America, I felt passionate for his personal ordeal of been black and
restricted from certain public store and schools. Their experience through the
era to this days when we have first black president confirm the saying that
“only thing that cannot change is change itself” anonymous. This encounter
shows that global leader should engage themselves in survivability program that
will easy their staying abroad.
I preferred Mumbai in Indian as the location that is most
unlike my current culture and past. My
pre-planning for survivability will involve strategic planning of searching for
cultural differences and implement innovation to shortcomings that I found from
my research. In Mumbai as my case study, my targeted innovation will start from
encouraging female participation in family business. I will empower their
female with adult education likewise encourage their company’s successor in an
online classes to upgrade themselves so that both of us can move to highly
competent and authentic in global market.
Becoming a Global Leader
Analysis Global
Leadership Competencies
Unlike centuries ago when all leadership focus was
concentrated within their local communities, today’s leader focus on
international scope in a global market because international business and
partnership determines this era’s organizational success. What makes global
leaders? A global leader should be able to work in a team made up of diverse
people from different cultural background and language. Supervise both external
and internal clients from various countries in the world. It is of great
benefit for a global leader to be able to speak more than one language, but in
case he/she is not bilingual, good understanding of their host’s culture is not
debatable. Cultural understanding of any society will help global leaders to
supervise employees of different nationalities, develop strategic business
plan, and manage a budget on a worldwide basis for their organization. Global
leader negotiate on behalf of their organization with foreign investor, manage
foreign suppliers or clients and at the same time manage risk involved in a
global business. Global business faces many unforeseeable challenges that can
ruin an organization such as unstable political rules and incessant government
policies.
For leaders to excel in all these set goals in a global
market there are certain characteristics that he/she must posses. Necessary
characteristics for effective global leaders to possess in today’s current
global landscape are:
- Oversea knowledge
- Personal characteristics
- Sensitive to cultural diversity
- Skill and Ability
- Ambitious
- Global strategic Thinking
- Inspirational Skills
- Communication Skills
Oversea knowledge is a must skill that global leader must
strive to acquire in other to become a successful international leader, and
able to go beyond their cultural orientation on how to do business differently
is plus. Understanding the differences in culture helps, how well the leader
understand a particular country’s culture determines his/her level of success
and it will enhance self-awareness which foster how to handle others
perspectives and belief. It will help leaders to be flexible with their opinion
and assumptions.
Personal characteristics help leaders to understand and
accept that other culture or land have their own different way of doing things
successfully. Humility in leadership on a global perspective helps to interact
with people from different countries effectively, agreeableness in alliance,
and able to be committed and cope with stresses that comes with global
business.
Sensitive to Cultural Diversity enhance leaders’ ability to
work with local executive routine and patterns without any grievance.
Understanding that one’s ways of doing things is not superior to others in
global business arena is a necessity skill that differentiates global from any
other leaders.
Skill and Ability, training and coaching
in preparation for global leader is useful, more of which are developed over
years of practice in a global market. Caligiuri pointed out that “Skills are
mutable as they can increase over time to the limits of one’s nature ability,
intelligence, or personality” (2006). Required skills in a global setting are
coalition management, negotiating, and conflict resolutions among people of
different nationality. Implementation of one’s skill over the years transform
into ability. Caligiuri added that, “ability are mutable but may be limited by
individuals’ success on global success activities” (2006).
Ambitious; global leaders must be ambitious to learn local
culture and language of his/her host community. Open to learning new
opportunities requires humility and friendly, since global operation will always
require high level of cultural and emotional intelligence.
Global strategic Thinking; In addition, critical think in
managing business using the best people from around the planet is mandatory.
Global leader must be skill in networking, connecting with experience people in
the same field. Sharing ideas from others is of great value to learn how to
operate in an international market.
Inspirational; global leader must be comfortable in relating
with people of various culture and background across the globe and better
understand of their employee for an appropriate mentorship.
Communication Skills is a necessity for global leaders. For
leaders to successfully make known their organizational goal, vision, and
mission with speculated budget one needs good communication skill to pass
across their intention. In this Internet age, leaders need to stay connected at
all time via email, v-mail, and face-to-face meetings.
In comparing these characteristics with early 19 century
when there were no Internet, business network were tough as face-to-face
meeting has to take place before partnering or collaborating could be
established. Unlike nowadays where expatriate can be search on various website
and business meeting can be host on teleconferencing. Early 19 century and beyond lack the fast and
more access to resources that increase both production and profit that this era
enjoy.
Nelson Mandela is a good example of global leader in early
19 century why Obama is an exemplary global leader in this era. Nelson Mandela was imprison in 1964 for 27
years and eventually became South African first black president in Nelson
Mandela was a global leader who laid example of forgiveness by forgiving his
jailer. He put an end to apartheid in South Africa by established the
coexistence of both black and white. He conquered the fear of guilt of
vengeance and set pace of how to love our enemy as a good quality of
leadership. Obama is setting another global history by honoring the Iranian’s
interest even with their questionable character to allow Nuclear Weapon in
Iran. As a global leader, flexibility is a paramount quality and ability to see
thing from others’ perspective by respecting the identities and affiliations of
others. Countries around the globe still sees Gay marriage in America as Obama
thing meanwhile it was through his share flexibility to allow freedom of sexual
orientation. Been the first black president in America, Obamacare is growing to
take care of the medical care for the poor which is mostly black community.
Recognizing and Training for Global
Leadership Competencies
In a video clip by CNN on July 14, 2015 Obama display a
global leader competency of transparency by analyzing the reason behind the
negotiating with foes on nuclear weapon. In his attempt on lifting sanction on
Iran, explained his intention to stop the spread of building nuclear weapon by
putting Iran under international supervision, - a deal that is not built on
trust but on verification. This step show Obama competencies to see things from
others perspective not selfish interest, making an historic change that put all
the international leaders at work of vigilance. He discover from experience
that sanction over the years has not make any difference on Iran terrorist act,
taking a different perspective may yield a better solution. Global leader are
risk taker and should be skill in foresight, which is exact skills Obama has
put into action, confirmed by ex.
President Clinton.
To create a global leadership development program that will
enhance individual representing our company in understanding the basic
competencies necessary to confidently interact with diverse people on a global
market. I would set up what Mendenhall
et al called “ foundation for global leadership development … in the form of
training, transfer, teamwork, and travel.” (2013). These 4Ts will form my basic
standard development program for our company global leaders. First, conduct
in-house training that will prepare them for international adventure. In the
training, they would learn the different in the weather condition of their
various targeted location, currency exchange, crime level and basic tradition
of greeting and gesture. I will also gives some clues on government public law
and orders both on traffic and social life. For instance, countries policy
differs on alcohol drinking age and female maturity age. Dressing code and
selection of word in conversation will be taught because a joke in America may
mean different thing in another country. For instance, raising middle finger in
America is “Fuck You” an abusive language while in Nigeria during the civil war
means ‘One Nation’. Pre-knowledge of basic differences will give them an
awareness to be more vigilant to more that they would have to deal with on the
field and build internal stamina to combat it.
Secondly, Staff will be transfer around the company’s
branches both local and international more frequently to meet and mingle with
diverse people of varied culture and background. This will enhance their
ability to see things from others’ perspective, understand that they do not
have permanent solution to all problems because they are from developed nation
or because of their color. Here they will be giving task related to what they
have learnt in the class to showcase their skill of competencies. They will be
assign project to work on with foreigners with a limited time which will
challenge them and move them from their comfort zone.
Thirdly, assign them to different team to build and work
within team to enhance collaboration within organization. Building relationship
within a working team has never been so easy likewise to maintain it. I will
give them opportunities to establish both social and working networking and
encourage relationship that will foster respect for individual dignity and
cultural belief. In doing these, it will help them to build trust among
themselves so that when not together they can still make reference to
individual expertise and dedication to work. At the same time, team spirit will
enhance chain of friendship that will extend beyond the organization to old
student forum where solution and innovation can be sought.
The fourth and the last one is Travel, travel is part of
education as an adage says. Moving global leaders across the countries cannot be
exchange with anything, because traveling to a new land different from their
country of birth gives new orientation and that is where the real experience
lies. Experience differs from country to country most especially in negotiation
therefore to have a wealth of experience I will organize their traveling and
changing of duty station often across the globe, so that when not physically
with them you can still feel compassionate about them.
My training fits into Global Leadership Expertise
development (GLED) in that it aligns with its level from antecedents to
transformational process and levels of global leader expertise. Following the
training process step by step will enhance all GLED’s individual
characteristics, cultural exposure, global education, and project/job novelty.
In like manner, my training fits into GLED by influencing their experience,
encounters, decisions, and challenges. In all, my training will raise their
level of GL expertise, increase their global knowledge, intercultural competence
and global organizing expertise by open them to more experience and make them
more flexible to diverse culture and ability to tolerate people of varies
background.
Analysis of
Cultural Intelligence
Bennis, Warren G. & Thomas, Robert J. Crucible of Leadership.
HBR, 2002. Article,
enumerates misfortune experience that global leaders
should be expecting in their
career, such preparation will help them
to handle it and learn from it. They
identified the challenges that remold
leaders’ behavior as “crucible” and defined it
as “transformative experience through
which an individual comes to a new or an
altered sense of identity” (2002). This
is to enables leaders to confidently face
difficulties, defeats those problems and
learn from it. Various case studies were analyzed to devise solutions to
challenges that global leaders faced before they succeed. At the end of their
research, their inference drew out suggestions that will guide aspiring leaders
to a successful global management. First, suggested that global leader should
refrain from jumping into conclusion based on cultural assumptions and
perceptions that may not be true when verified. Evaluate their decisions with
available facts and reach a consensus. Second, whatever challenges global
leaders face in the course of their carrier should be embraced as learning
process that will make them a better leader. See every incident as a learning
process and a plus to their skills. Third, Leaders should employ all catalyst
of adaptation to ensure their survival so that system will not define them, but
to see happiness as a function of our circumstances; a function of their
outlook on life (2002). Compose themselves to be in control and at the same
time be flexible to reason along with subordinates and always seek common
ground. Fourth one are the four essentials of leadership; as ability to engage
others, a convincing voice, integrity and able to adapt to situation and
different culture. Leaders engage others by their ability to assign role and
define individual subordinate responsibilities. A convincing voice is the one
that proved that a leader knows what he/she is doing, understand his duty and
full knowledge of their business. Integrity in leadership is their ability to
remain truthful to their promises and follow their precedence among their
followers, using the same modality to judge both majority and minority, all
these lies in their flexibility to adapt to diverse culture.
Molingsky Andy. Switching Cultural Codes, Biz Ed, 2009.
Article expatiate the
necessities of flexibility in cultural
adaptation for global leaders. To manage
business beyond cultural boundaries,
Molingsky caution global leader to be
mindful of differences in cultural
heritages, in that, a norm in one’s own culture
may not be accepted in another. He
suggested four code switching process that
global leader can learn to succeed in any
culture. 1. Leader should diagnose the
local rule by working with a team of
local people and learn their way of life, to
know what is obtainable within their
operating environment. 2. To put into
practice what they have learned about
their new environment. For instance, eating
habit, mode of dressing/greeting,
business negotiation and many more are unique
to every culture. 3. To reflect on their
actions by weighing their new cultural style
compare to their home country style and
document their success and learning
experiences. 4. To receive feedback from
local observer how they are performing
in blending into their new culture and
environment. Situation report of this kind
will reveal where adjustment is necessary
for better performance in future. He
rounded up that ‘cultural fluency’ is of
paramount importance for leaders that are
aspiring to succeed in this era global
market.
Reade, Carol. Todd, Anne Marie. Osland, Asbjorn and Osland,
Joyce. Poverty and the
Multiple Stakeholder Challenge for Global
Leaders, San Jose State University.
Journal of Management Education, Volume
32, No.6. 2008. Article. Addresses
how poverty adds to global leaders Challenges
in business transactions across the
globe. Reade et al. suggested that
leaders should consider ‘poverty related social
problems’ during the initial planning of
their investment abroad – a must food for
thought for every global leader. They advised
that business analyst should remember to consider communities, governments, and
NGOs in their business planning. Since NGOs advocates for community or people
they thought were marginalized, and could go any length to fight for their
client interest therefore, they have to be considered in business planning.
Poverty has resulted into many land disputes in many organization sites. In
Nigeria for example, we called them ‘omo onile’ (land owner), most of these
people claimed that because of crude oil exploration in their land they could
not do any fishing which was their original occupation before the discovery of
crude oil on their land in Niger-Delta part of Nigeria. For a case related
issue, one of Euroflow Designs Ltd expatriate was shot by an angry villagers in
2010 on their job site while I was still working for the company. Land related
issue is a major concern in Nigeria market because families and communities
still own the land even when allocated by government they claim title,
companies in Nigeria has been ruined due to land dispute issue. Finally, Reade
et al. suggested another areas global business operation etiquettes which are;
respectful communication, try o seek common ground with their host,
evaluate their assumption, and ability
to emerge naturally from their unanimous suggestions. This will enhance their
collaboration with better experience, such scenario brought Euroflow to employ
an indigenous middlemen to negotiate business before they start operation in
their chevron offshore maintenance contract.
Osland, Joyce S. and Bird, Allan. Beyond Sophisticated
Stereotyping: Cultural sense-
making in
context, Academy of Management Executive. Vol. 14. No. 1. 2000,
Article,
explained why we’re limited about our knowledge of cultural differences;
homegrown
perception, cultural learning, western dualism, and features of cross-
culture
that encourage simplicity over complexity (2000) are covering our face
from
cultural realities. They further added cultural behaviors that are
contradictory;
confusing individual with group values, unresolved cultural issues,
inaccurate
dimension of culture, chameleon nature of human being, and holistic
view of nature where someone’s belief is
strange to his/her experience. Cultural learning is how global organizations
and leaders can apply sense-making to succeed in global market. Learning a new
culture, seek knowledge from local people, evaluate stereotype to identify true
cultural value, understand cultural variance while multinational organizations
are encouraged to be selective in choosing their expatriate by choosing people
with flexible heart to accommodate other culture, provide training for their
expatriate, evaluate their expatriate knowledge of diverse in culture, and
finally, make sure their expatriate display knowledge of their host
communities’ culture.
Sharma, P. and RAO, S.A. Successor Attributes in Idian and
Canadian Family Firms: A
comparative
Study, Sege Journal, Family Business Review, 2000, Article, reviews
and compare
business operation in both Canada and Indian for a successful cross-
cultural
global leadership in an organization that know no boundary in their
business.
Their findings show that Indian and Canada differs in their attributes to
family own
business. Indian has more priority for bloodline to successor, more
respect to
elders which limit selfish interest and at the same time reduce extensive
risk
taking, aggressiveness, and independence in business transactions (Dutta,
1997),
while Canada is vice versa. Unlike Canada where educational qualification
is highly
of importance to lead an organization, Indian has more respect for on the
job
experience of the family member that has shares in the business. They believe
that such
person perform better and still have the love of the family at heart, and
take good
care of all the beneficiaries. Even though the appointment of family
business
successor depends on the decision of the family elders yet employees’
respect of
their candidature is highly a determinant. The annotation above all
summarizes
the place cultural understanding occupied in global management.
They all
pointed out the importance of pre-global training necessities to global
leaders and
resulted in emphasizing real practical experience to all global leaders.
These
annotations does not pin point a particular best method that global leaders
should
memorize but inferred that hands on experience in organization targeted
culture is
helpful because of uniqueness of every culture – as in no two culture is
hundred
percent the same in cultural heritage.
Segregation of
Black & White in America in 60s
It was a great moment and lasting experience with Mr. Paul a
54 years old military officer revealing his personal experience when segregation
was famous in United State in 60s. He attended an elementary school of only
black pupil from first grade, to grade three, but from grade four it was
mixture of both white and Black, which made their school a battleground racist
related issues. He grew up in the south,
Alabama to be precise where changes from segregation were slow compared to
other states in America.
Another personal incident he recalled was that, when they
(black) were still restricted from shopping at certain stores reserved for
white people alone they forced themselves into one of those store one day and
they were severely dealt with by law. He added that their parents were deprived
of education, they were limited to farming and housemaid jobs.
I asked him to compare his past experience with the present
day when we have black as president. He started from when he joined military,
that black were marginalized and limited to certain profession in military
because minority had limited space as quotas, once filled no more space for
them. Finally he added that, when he was growing up, people were cautioned of
what to say about president of united state which could be amount to criminal
offence most especially people in military. Since we have black president, more
freedom of speech where people can make any comments about president and no one
will accuse them of committing any crime.
Ordinarily, I have seen several movies on slavery both
American and Nigerian version of the slave trade history but not feel inclusive
as it was when I was with Mr. Paul shearing his personal encounter. It gives me
more understanding and made me to agree that leadership is more than making
quarterly numbers… it is the combination of hardiness and ability to grasp
context. Above all, it allows individual not only to survive an ordeal, but to
learn from it and to emerge stronger, be more engaged, and more committed than
ever (Bennis &Thomas, 2002).
This experience teaches global leaders to evaluate their
assumption and general perceptions about any culture, critically in a reflex
manner to have the true picture of the people they are dealing with for better
relationship. As a student of global leadership, I realized that no matter how
much you learn about any culture one would still learn more when you are within
the society, eating, living, and working together. Facing a similar challenge
to solve marginalized minority problem in the future as a leader, my experience
with Mr Paul thought me to be more patient and attentive to have a listening
hear and better understanding of minority agitation. It is obvious that any
leaders that are not exposed beyond their culture are limited in experience,
thinking, and management of cultural diversity. Even though leadership is not a
profession, yet everybody that climbs the ladder of progress in his/her career
must lead certain number of people. Therefore, it makes it a necessary skill to
every aspiring leader to equip themselves on how to be a good leader.
Developing
Cultural Intelligence
Sequel to what I have learned from the past weeks on
cultural diversities in this course, I would prefer to accept a leadership
position in Mumbai India because is totally different from my usual Africa and
America experience and will give me opportunity to learn about a new culture –
a plus to my career skills. To ensure my survival, I would do my
pre-familiarization with their culture by searching for their currency
exchange, made of greetings, religious setting with acceptable dressing styles.
More also, I will try to learn simple common language of my host community or
general language in the country.
Then I would proceed to search for their weather condition,
which may determines our traveling time. Kind of foods they eat and their
recipe so that when I order for food I will have a little clue of what I am
ordering and eating. In like manner, I would discuss my findings with my family
if they were to follow me in preparation for our new settlement. Then, make
some necessity shopping, things that we would need immediately we enter the country.
For instance, if their weather is cold at the time we will arrive, we would
need some clothes that will match their weather at that particular time.
Political situation is also equally important, in that political riot/violence
may post a threat or gave us bad impression at start and hinder our operation
if not put into consideration.
Business wise, my research shows that Mumbai society has
high respect for their family - elders in particular, and at the same time
value the respect of their employee. Studies shows that they scarcely take high
risk in business, less aggressive and opinionate (Dutta, 1997 as cited in ….)
due to the family involvement and family member successor policy, which does
not give credence to their education standard and priority in male superiority
in family business.
To lead a successful business in this kind of environment
with my prior-knowledge of Indian community I would introduce innovation with
caution. I will encourage educational empowerment for female child and their involvement
in family business, more support for their tradition of respect for elders but
their family dominance in decision-making would be addressed to encourage risk
taking. Since studies shows that “cultures that value past and tradition are
more resistant to change because historic precedents received more attention
than innovations” ( Kluckhohn and Strodtbeck, 1961 as cited in …) I will focus
more attentions on educational enlightenment and equality in sex for equal
qualification. Introduce adult education of online classes that will not
tampered with their schedule for business successor that have no academic
qualifications. These processes may take a while to mature (Osland 2004) but it
will be a continuous process that I will handover to my successor if I have to
leave before its maturity. These ideas will be of necessity if my organization
partners or have to transact smoothly with any of these local family own
organization. I heard of a similar
scenario in a neighboring company while I was working in Nigeria, the company
was sharing same building with our company then. When the son of the retired
CEO took over after his graduation from university, he sacked many of their
employees, the reason best known to him but observer amount his action to lack
of practical experience on the job because good hand were sacked as well. This
implies that, on the job experience is as valuable as book knowledge, both has
to complement each other to be a good leader. Upgrading local business leaders’
education will also help their inferiority complex and move both of us from
noxious to feel highly competent and authentic in global business relationship.
Reference
Bennis, W., & Thomas, R. (2002). Crucibles of
leadership. Harvard Business
Review, 80(9), 39–45. Retrieved
from the Walden Library using Business
Source Complete database.
Caligiuri, P. (2006). Developing global leaders, Human
Resources Management Review
16 ,
2019-228. Retrieved from:
www.culturalagility.com/sites/defaul/files/DevelopinalGlobalLeaders.pdf
CNN news, (July 14, 2015). President Obama, Deal not built
on trust, but on verification,
Retrieved from:
http://www.cnn.com/videos/us/2015/07/14/iran-nuclear-deal-
obama.cnn/video/playlists/iran-u-s-relations/
Hanna, J. (2012). Developing the Global Leader, Working
Knowledge: The Thinking that
Leads,
Harverd Business School. Retrieved from:
Mendenhall, M. et al (2013). Global leadership: Research,
practice, and
development. New York: NY: Routledge.
Molinsky, A. (2009). Switching cultural codes. BizEd,
8(2), 32-36. Retrieved from
the Walden Library using Academic Search
Complete database.
Reade, C., Todd, A., Osland, A., & Osland J. (2008).
Poverty and the multiple
stakeholder challenge for global leaders.
Journal of Management
Education, 32(6), 820–8 40.
Retrieved from the Walden Library using
SAGE Premier 2010 database.
Osland, J., & Bird, A. (2000). Beyond sophisticated
stereotyping: Cultural
sensemaking in context. Academy of
Management Executive, 14(1), 65–
79. Retrieved from the Walden Library
using Business Source Complete
database.
Sharma, P. and Rao, S.A, 2000. Successor Attributes in
Indian and Canadian
Family
Firms: A Comparative Study, Sage journals, Family Busines
Review,
Vol. XIII, no. 4. Retrieved from
No comments:
Post a Comment