The managers in this research report that strategic stories are scarcely used in large international companies, which are described as contexts of logical argumentation, where credibility from functional expertise and logical persuasion is paramount. Managers describe a need to wear ???corporate armour.??? Multicultural aspects engender many communications challenges. / Many risks are thus seen in strategic storytelling. Storytelling is viewed as easy to do badly, and very hard to get right, requiring time and effort that offer only marginal returns. The risks, which appear to outweigh the potential gains, have to do with performance risks: a loss of personal and professional credibility, a failure to tell a story that is relevant to the audience, organizational resistance to storytelling and the fear of anti- or counter-stories. / Nevertheless, strategic storytelling is perceived to be a potentially valuable communication tool for managers in large international companies, especially as a complement to other, more widely used communication vehicles. The emotional power of storytelling is seen to be its highest value: in certain situations, it can help managers achieve their communication goals more effectively than conventional communication modes. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

As a result of globalisation there are many international business activities that span the world. Organisations realise that a good global project management approach can run highly complex projects with quick response and flexibility. / Research and studies into successful international projects have found the top four challenges for international project managers are communication skills, culture, technology and project management leadership. Communication skills has ranked the highest of the all challenges and critical to the success of international projects. / Therefore international project managers need the necessary skill to have 'soft' management skills to break down the cultural barriers and coordinate projects simultaneously across multiple countries. In these circumstances relying on 'hard' management skills alone is insufficient; therefore communication is a vital skill for international project managers. / This thesis used interviews as the primary research tool to collect data from project managers, who have participated in projects where either they need to be based overseas or have global teams based around the world. / Project managers are aware that communication breakdowns in international projects allude to differences in culture, leadership styles, technology and close mindedness; however, the lesson learnt only occurs after the incident has happened. The awareness of these problems has motivated project managers into increasing their skills by enrolling in courses or finding confidantes to gain more knowledge of local business cultures, laws and customs. / It is recommended that international project managers remember that they communicate with people that are different to them and by keeping an open mind, respecting cultures and customs and taking the time to embrace a culture will reap rewards. Communication also depends on the amount of feedback that one can receive. Face-to-face provides the best feedback, but being aware of the limitations of technology for communication will also nurture good communication skills for successful international projects. / Thesis (MProjectManagement)--University of South Australia, 2005.

The managers in this research report that strategic stories are scarcely used in large international companies, which are described as contexts of logical argumentation, where credibility from functional expertise and logical persuasion is paramount. Managers describe a need to wear ???corporate armour.??? Multicultural aspects engender many communications challenges. / Many risks are thus seen in strategic storytelling. Storytelling is viewed as easy to do badly, and very hard to get right, requiring time and effort that offer only marginal returns. The risks, which appear to outweigh the potential gains, have to do with performance risks: a loss of personal and professional credibility, a failure to tell a story that is relevant to the audience, organizational resistance to storytelling and the fear of anti- or counter-stories. / Nevertheless, strategic storytelling is perceived to be a potentially valuable communication tool for managers in large international companies, especially as a complement to other, more widely used communication vehicles. The emotional power of storytelling is seen to be its highest value: in certain situations, it can help managers achieve their communication goals more effectively than conventional communication modes. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

The managers in this research report that strategic stories are scarcely used in large international companies, which are described as contexts of logical argumentation, where credibility from functional expertise and logical persuasion is paramount. Managers describe a need to wear ???corporate armour.??? Multicultural aspects engender many communications challenges. / Many risks are thus seen in strategic storytelling. Storytelling is viewed as easy to do badly, and very hard to get right, requiring time and effort that offer only marginal returns. The risks, which appear to outweigh the potential gains, have to do with performance risks: a loss of personal and professional credibility, a failure to tell a story that is relevant to the audience, organizational resistance to storytelling and the fear of anti- or counter-stories. / Nevertheless, strategic storytelling is perceived to be a potentially valuable communication tool for managers in large international companies, especially as a complement to other, more widely used communication vehicles. The emotional power of storytelling is seen to be its highest value: in certain situations, it can help managers achieve their communication goals more effectively than conventional communication modes. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

Thesis (Ph.D.)--University of Wollongong, 2005. / Typescript. Includes bibliographical references: leaf 202-213.

Thesis (M.S.)--Ohio University, June, 2001. / Title from PDF t.p.

Thesis (M.A.)--Texas State University-San Marcos, 2008. / Vita. Appendices: leaves 81-95. Includes bibliographical references (leaves 71-80). Also available on microfilm.

Project and Report (M.S.)--Virginia Polytechnic Institute and State University. M.S. 1991. / Vita. Abstract. Includes bibliographical references (leaves 98-102). Also available via the Internet.

Thesis (Ph.D.)--George Mason University, 2009. / Vita: p. 203. Thesis director: Priscilla Norton. Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Education. Title from PDF t.p. (viewed Oct. 11, 2009). Includes bibliographical references (p. 198-202). Also issued in print.

Thesis (M.S.)--Rochester Institute of Technology, 2010. / Typescript. Includes bibliographical references (leaves 91-94).