Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2016-09-12T13:09:01Z No. of bitstreams: 1 Maria Simone Prates Barreto.pdf: 2520542 bytes, checksum: 88b1be9e850fc12b94eef4febd13b4ae (MD5) / Made available in DSpace on 2016-09-12T13:09:02Z (GMT). No. of bitstreams: 1 Maria Simone Prates Barreto.pdf: 2520542 bytes, checksum: 88b1be9e850fc12b94eef4febd13b4ae (MD5) Previous issue date: 2016-04-14 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The main aim of this study was to analyse the competences and development strategies employed by companies, in Brazil, in order to develop global leaders. Qualitative research was carried out to delve into the matter, and the research method was in-depth case study developed at IBM. Data were collected through semi-structured interviews at the reference centre of international recognition, Dom Cabral Foundation, in 2014, by means of several meetings. Secondary data were likewise collected through internet research. The company was chosen owing to its renowned recognition in the global market and great investment in the development of its global leaders. All data collected were analysed through thematic analysis methodology aided by software NVivo, developed by QSR International, and VUE (Visual Understanding Environment), which is open source software. The main competences mentioned by the global leaders at IBM were: easiness in making interpersonal contact; enjoying and valuing people; flexibility and adaptability; being fluent in several languages; being a good communicator; knowing how to deal with cultural diversity; forming and managing remote teams; building networking and partnerships; being good at negotiating; having sense of ethics, discipline and organization; business vision; taking risks; being inspiring and visionary. IBM employs several approaches to develop its global leaders, among which: CSC (Corporate Service Corps), coaching, through which a team of employees from various countries engage in countries under development aiming at assisting NGOs. In addition, there is a strong culture of using feedback, assessment, shadowing model, mentoring, expatriation, licence to work in other countries, programme for exchange of experiences and interaction with people from other countries, and online and face-to-face training. Although the main objective of this study was to analyse the competences and strategies used in development of global leaders at Brazilian companies, it also focused on the profile of the global leaders, the management systems of human resources used at a global company, the challenges the leaders face when developing their work, how they perceive cultural differences, how they see differences between local and global leaders, their career paths and responsibilities / O objetivo central deste trabalho foi o de estudar as competências e as estratégias de desenvolvimento usadas nas empresas, no Brasil, para o desenvolvimento dos líderes globais. Foi realizada pesquisa qualitativa de natureza exploratória, e o método de pesquisa utilizado foi o estudo de caso em profundidade, na empresa IBM. Os dados foram coletados por meio de entrevistas semiestruturadas e no centro de referência de valor internacional, da fundação Dom Cabral, em 2014, através de várias reuniões; os dados secundários foram levantados por meio de pesquisas na internet. A empresa foi selecionada pelo amplo reconhecimento de sua atuação global e pelo grande investimento no desenvolvimento dos seus líderes globais. Os dados foram analisados por metodologia de análise temática e com o auxílio dos softwares: NVivo, desenvolvido pela QSR International, e VUE (Visual Understanding Environment), que é um software livre. As principais competências citadas pelos líderes globais da IBM foram: facilidade em estabelecer contatos interpessoais; gostar e valorizar as pessoas; flexibilidade e adaptabilidade; ter fluência em vários idiomas; boa comunicação; saber lidar com a diversidade cultural; criar e gerir equipes remotas; construir networking e parcerias; negociação; ética; disciplina e organização; visão de negócios; assumir riscos; ser inspirador e visionário. A IBM utiliza várias abordagens para desenvolver seus líderes globais, dentre as quais: CSC (Corporate Service Corps), coaching, na qual uma equipe com funcionários de vários países atua em países em desenvolvimento, com o objetivo de auxiliar ONGs. Também existe forte cultura com intensivo uso de feedback, assessment, modelo de shadow, mentoring, expatriação, licença para se trabalhar em outros países, programa com trocas de experiências e interações com pessoas de vários países, e treinamentos online e presencial. Mesmo sendo o objetivo central deste trabalho estudar as competências e as estratégias de desenvolvimento usadas nas empresas brasileiras para o desenvolvimento dos líderes globais, elucidou-se ainda o seu contexto de trabalho, o perfil dos líderes globais, os sistemas de gestão de recursos humanos de uma empresa global, os desafios que eles encontram no seu trabalho, como eles percebem as diferenças culturais, como veem as diferenças de atuações de líderes locais e globais, suas trajetórias de carreiras e suas responsabilidades

The study of climate change communication has become a vital research field. It has evolved into being an essential translator between the scientific community and the public. The Conference of the Parties (COP) met in December 2015 to discuss the basis of a 54-page document on how the world will proceed with the challenges of climate change in the future. Throughout the conference the media was an important tool in spreading opinions and information about the on-going negotiations. This study analyzes how the COP21 was framed by the British newspaper the Guardian. Therefore, the empirical material consists of online newspaper articles from the period of the conference. A qualitative research approach was used to identify four frames and formulate themes. The findings mirror the central discussion points from the past 20 years of climate change negotiations: mitigation, adaptation, leadership, scientific proof of climate change and the urgency of change. In addition, the study identifies the politics of climate policy.

This research aims to develop a deeper level of understanding of how different levels of interaction amongst different cultures in a work and social context plays a role in perceiving culturally endorsed leadership attributes (CLTs). With the rapid developments in international trade, internet technology, cross-border travel and communication, business transactions across country borders have rapidly become significant contributors to the world economy. Consequently, managing diverse teams and working with colleagues and/or clients from other countries is a challenge to operating in this global business world. A quantitative analysis was done by considering low, medium and high work and social multi-cultural diversity interactions as the exploratory variables and perceptions of outstanding leader attributes as the dependant variable. This study of 269 leaders in a South African Multinational company found that different levels of multicultural interactions in the social context (described by friendships, relationships, family history and education) yielded significant differences in the perceptions of outstanding leader attributes. No significant differences in these perceptions were found for the different levels of multicultural interactions in the work context (described by international assignments and work diversity initiatives). Based on intergroup theory, this suggests that greater cognitive formations results through cross-cultural engagement in the social context than in the workplace. That is, culturally diverse social group memberships are able to condition member perceptions, transfer ideologies, and have a greater impact than culturally diverse groups in the organisational context. It was also found that the senior employees in this organisation (by age and tenure) showed a negative correlation to social multicultural interactions, but a positive correlation to work multicultural interactions. These relationships with tenure indicate the influence of organisational culture on cross-cultural cognitive formations. A synergistic relationship was evident between the work and social contexts, suggesting that inter-cultural activity in one context influences activity in the other context. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Ineffective strategies to integrate information and communication technology (ICT) to support global virtual teams (GVTs) have adversely affected organizations' performance. The purpose of this multiple case study was to explore the effective strategies participating GVT managers in 2 organizations in the United States used to integrate ICT to support teams' success. The population comprised managers in New York with at least 3 years of service integrating successful strategies in ICT to support GVT success. Transformational leadership theory was used as the conceptual framework for this study. The data collection process included asking 4 participants semistructured interview questions as well as reviewing archival data from the organizations. Data analysis using mind mapping analysis resulted in 5 major themes: forms of communication, redundancy, inclusion, accessibility, and infrastructure. The implications of this study for positive social change include the potential to create economic opportunities in developed and underdeveloped countries by incorporating or adapting some or all these strategies to improve efficiencies using ICT to support the success of GVTs. Improving GVT success rates could enable organizations to maintain and grow jobs benefiting employees, families, and communities.

Title: Knowledge sharing and relational processes in global, virtual teams – A qualitative casestudy in a global organisation Level: Thesis for master’s degree in international business administration & management Authors: Sofia Martinsson Broström & Nathalie Skoglund Supervisor: Carina Holmgren Date: June 2, 2023 Aim: The aim of this study is to explore the opportunities and challenges in knowledge sharing in virtual global teams. Method: In this case study, a qualitative method has been applied using semi-structured interviews. The study is based on an abductive approach and has been analysed thematically. Results and conclusions: The results of the study show that feedback and inclusion are aspects that emerge as central, and that this is also where focus is needed. Recommendations based on this study are focused on relationship-building processes, where mainly inclusion and openness need to be lifted. Contribution: The theoretical contribution this study conveys is of a strengthening nature. This means that the results of the study do not clearly differ from previous research and that this study makes a strengthening contribution in relation to others research in the field. The practical contribution this study makes can help other organisations that do not have the same experience of the global, virtual work environment; and to see the case study as a guide, where many good aspects are lifted from previous research, and which are connected to the current case.