Thematische Bibliographien / Cross-cultural leadership

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Auswahl der wissenschaftlichen Literatur zum Thema „Cross-cultural leadership“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 5. März 2023

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Zeitschriftenartikel zum Thema "Cross-cultural leadership"

Grisham, Thomas, und Derek H. T. Walker. „Cross‐cultural leadership“. International Journal of Managing Projects in Business 1, Nr. 3 (20.06.2008): 439–45. http://dx.doi.org/10.1108/17538370810883873.

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Frost, J., und M. Walker. „Cross cultural leadership“. Engineering Management 17, Nr. 3 (01.06.2007): 27–29. http://dx.doi.org/10.1049/em:20070303.

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Snaebjornsson, Inga Minelgaite, Ingi Runar Edvardsson, Vilma Zydziunaite und Vlad Vaiman. „Cross-Cultural Leadership“. SAGE Open 5, Nr. 2 (04.05.2015): 215824401557972. http://dx.doi.org/10.1177/2158244015579727.

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Robertson, Jan M., und Charles F. Webber. „Cross-cultural leadership development“. International Journal of Leadership in Education 3, Nr. 4 (Oktober 2000): 315–30. http://dx.doi.org/10.1080/136031200750035950.

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Dimmock, Clive, und Allan Walker. „Cross-Cultural Values and Leadership“. Management in Education 14, Nr. 3 (Juni 2000): 21–24. http://dx.doi.org/10.1177/089202060001400308.

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Bryant, Miles T. „Cross-Cultural Understandings of Leadership“. Educational Management & Administration 26, Nr. 1 (Januar 1998): 7–20. http://dx.doi.org/10.1177/0263211x98261002.

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Mihaela, Herciu. „A synergistic approach of cross-cultural management and leadership style“. JOURNAL OF INTERNATIONAL STUDIES 7, Nr. 2 (20.09.2014): 106–15. http://dx.doi.org/10.14254/2071-8330.2014/7-2/9.

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J. Wong-MingJi, Diana, Eric H. Kessler, Shaista E. Khilji und Shanthi Gopalakrishnan. „Cross-cultural comparison of cultural mythologies and leadership patterns“. South Asian Journal of Global Business Research 3, Nr. 1 (25.02.2014): 79–101. http://dx.doi.org/10.1108/sajgbr-09-2012-0110.

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Purpose – The purpose of this paper is to explore leadership styles and patterns in India, Indonesia, Pakistan, and the USA in order to contribute to a greater understanding of global leadership. Design/methodology/approach – The paper uses cultural mythologies as a lens (Kessler and Wong-MingJi, 2009a) to extract the most favored leadership traits within selected countries. In doing so, the paper explores historical trajectories and core values of each country to identify their distinctive characteristics. Additionally, leadership styles of well-known business leaders in each culture are examined to develop a comparative discussion of global leadership patterns and styles. Findings – The paper finds that leaders may share same characteristics across countries, however, their behavioral expressions tend to unfold differently within each context. The paper argues that without context, meanings embedded in cultural mythologies and behaviors often become lost. The paper concludes that a comparative analysis of selected countries reveals a more complex and rich array of cultural meanings, thus offering support to a contextual view of leadership. Research limitations/implications – Examination of cultural mythologies on leadership makes important theoretical contributions by illustrating that cultural mythologies indeed shape the values, behaviors, and attitudes of global leaders, and provide three important functions that are identified as: cultural bridging, meaning making, and contextual nuancing. Practical implications – Understanding comparative leadership patterns is critical in international business. The paper offers cultural mythologies as a tool for leaders who seek to cross-cultural boundaries in developing long term and high-quality productive international business relationships. Originality/value – The value of the study lies in developing a comparative analysis of leadership patterns in three Southeast Asian countries and the USA with the help of cultural mythologies. The paper urges that scholars to move beyond quantification of cultural dimensions to a more contextualized understanding of leadership.

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Tsai, Chin-Ju, Chris Carr, Sasiya Supprakit und Kun Qiao. „Modes of Cross-cultural Leadership Adjustment“. Academy of Management Proceedings 2015, Nr. 1 (Januar 2015): 16102. http://dx.doi.org/10.5465/ambpp.2015.16102abstract.

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Sisk, Dorothy A. „Leadership Development for Cross-Cultural Understanding“. Gifted Child Today Magazine 11, Nr. 6 (November 1988): 31–33. http://dx.doi.org/10.1177/107621758801100611.

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Dissertationen zum Thema "Cross-cultural leadership"

Grisham, Tom, und tgrisham@tampabay rr com. „Cross cultural leadership“. RMIT University. Property, Construction and Project Management, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20061116.125205.

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Global markets are increasingly taking advantage of the strength and economic advantages of a diverse global workforce. It is common on international projects to find multi-cultural teams located in multiple countries. It is also common to find such projects led by Project Managers who come from many different countries. So having a person raised in India managing a project in China, with a design team in the USA, procurement procurement teams in Japan and Mexico, and a drafting team in Albania is not unusual. Even in historically monolithic markets like the USA, it is far more common to have mulit-cultural teams and foreign competition. In addition, the pressure on the industry to increase productivity and reduce costs is unrelenting. This leads to flatter project structures, and the need for leadership at multiple levels. My experience in such markets, and the glaring need for a Cross-Cultural Leadership model that could be used to improve leadership skills in international markets were the reasons for undertaking this thesis. The hypothesis of this thesis is that there are of cross-cultural leadership dimensions that are effective and essential, regardless of culture. Those dimensions are Trust, Empathy, Transformation, Power, and Communication. The thesis first explores the cultural and leadership aspects of Cross-Cultural Leadership through a review of the published literature. The literature research was then subjected to an exegetical review of the themes that emerged, and used to construct the Descriptors, and Sub-Descriptors for each of the leadership dimensions. The thesis also explored the transfer of cultural knowledge with metaphors and storytelling. In a fast paced business environment, developing a richer understanding and sensitivity to other coulters, in general and specific, is a skill that Leaders must possess. Lastly, the thesis explored the connections between conflict management and Cross-Cultural Leadership. Conflict management skills are becoming ever more important due to the rapid changes that are common in the current business environment. Change, cultural mis-information, scarce resources, poor communication skills, contractual ambiguity and complexity are but a few of the reasons that managing conflict is a critical skill for leaders. IV The design of the testing protocols was bifurcated. One track evaluated the hypothesis, the other track evaluated the connection between the Leadership Dimensions hypothesized, and the GLOBE survey. The GLOBE survey was utilized to investigate if a viable connection existed between the Leadership Dimensions and a broad based international survey of cultural dimensions. The testing of the hypothesis was performed using a Delphi panel of experts in international cross-cultural leadership, through two sessions of questions with feedback after the end of the first session. Subsequently, the results were analyzed, studied, and evaluated with an eye toward my practical experience in the field - sense making. The results were that the hypothesis was confirmed, and the connection to the GLOBE Survey cultural dimensions was also confirmed. A model is presented to summarize the findings of the thesis, called the Cross-Cultural Leadership Intelligence (XLQ) Model. As discussed in the thesis, Project Management has not emphasized leadership in the current body of knowledge (PMBOK), and it only makes general reference to cultural considerations. Recognizing this, The Project Management Institute (PMI) has funded a study that recommends more research in the area of cross-cultural leadership, and a new grant to study the question of how global the PMBOK really is. Both of these issues are addressed by this thesis. The XLQ model provides a framework for assessing and training Project Managers in cross-cultural leadership skills. The model is a global one that can be used across cultures, business models, and markets. The model also points towards the need for further research into metrics, education, training techniques, and of course, further empirical testing of the model itself.

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Vitale, Stefano <1994&gt. „CROSS-CULTURAL LEADERSHIP: LA CULTURAL INTELLIGENCE“. Master's Degree Thesis, Università Ca' Foscari Venezia, 2020. http://hdl.handle.net/10579/18085.

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L'obiettivo della ricerca è quello di individuare il ruolo della Cultural Intelligence dal punto di vista di un leader e di esaminare l'impatto della cultura sulla leadership. Lo scopo della ricerca è quello di confrontare i risultati ottenuti da una ricerca qualitativa condotta tramite delle interviste a leader che lavorano in contesti cross-cultural, tenendo conto delle osservazioni teoriche riguardanti la leadership. I risultati esplorano e provano l'ipotesi che l'intelligenza culturale è un'abilità fondamentale per una leadership di successo in un ambiente interculturale.

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Yap, Kristiina, und Hellen Song. „Leadership in a Cross-Cultural Context : A Qualitative Study of Cross-Cultural Leadership Competence in a Multinational Organization in China“. Thesis, Stockholms universitet, Institutionen för pedagogik och didaktik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-122480.

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The essay aims to generate deeper understanding of leadership competences in a multinational organization in China, i.e. what competences that are required for managing professionals in a cross-cultural context. Previous research within this field of study discuss this topic from the perspective of Western or Chinese expatriate managers, but the authors of this study regard that it is of interest to study Chinese employees in a Western organization in China in order to understand how the global Western culture interacts with the local Chinese culture. The research questions were thus formulated to study what competences that are required in a managerial position in a multinational organization in China according to different organizational actors and documents, and what differences there are in the meaning of the various descriptions. The study has been conducted with a qualitative approach and the results indicate that To Manage, To Have Expertise and To Communicate are the most important competences needed in the managerial role. The results also indicate that the different sources are very similar in the description of cross-cultural leadership competence, which can be understood as the influence of a strong organizational culture. Finally, one can see that the younger employees differ slightly in expectations of leadership, which can be understood as leadership not being formed only by national culture but also by generational culture. In other words, the results from the study show that the meaning of cross-cultural leadership competence in this specific context is not merely restricted to the necessity of understanding national culture when exercising leadership; it is also about generational differences in culture.

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Biro, Eva, und Magda Forsman. „Effective Leadership in Cross-Cultural Teams - An Experiment“. Thesis, Kristianstad University College, Department of Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-3142.

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There is a lack of universally applicable team leadership models for cross-cultural work teams. The research on cross-cultural team leadership has mostly been conducted with an ethnocentric or culturally comparative approach. Therefore, the purpose of this study has been to discover a universal leadership theory, leading to high cross-cultural team performance.

This dissertation describes the prior research bound to the research topic and the development of a universal, cross-cultural team leadership style. The new, created leadership style, the Integration Oriented Leader, was designed to bring forth high cross-cultural team performance. The suggested theory was empirically tested in a laboratory experiment and received strong support. The conclusion of the conducted research is that the Integration Oriented leadership style may very well be the most suitable leadership style to implement in cross-cultural work teams.

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McKie, David S. „A Cross-cultural test of Implicit Leadership Theory“. Thesis, Cranfield University, 2003. http://hdl.handle.net/1826/115.

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This research builds on Implicit Leadership Theory, which suggests that a leader's performance is likely to be higher when there is congruence between a follower's prototype of what a leader should be and his or her perception of the leader's behaviour. The essence of effective leadership, according to this theory, is being seen as a leader by others. Data were collected from 196 leaders and 1,738 followers from 23 countries within Cargill Incorporated, a US food and agricultural multinational. The research was conducted in two phases. During the first phase data were collected on followers' desired leadership values and their perception of their leader's behaviour on the same dimensions. These data were used to compute a congruence score based on a weighted sum of absolute differences. The congruence score data formed the heart of an individualised Leadership Fit Report written for each leader in the study showing the extent of congruence across 21 leadership characteristics (see Appendix A). The second phase of the study focused on a subset of 933 followers from five countries testing the two hypotheses. The two hypotheses in Phase Two were partially supported. The first was that congruence between desired leadership values and perceived behaviour leads to high performance of a leader and incongruence leads to lower performance. The second was that the relationship between congruence and leader performance varied by nationality. The cross-cultural test of Implicit Leadership Theory captured in Hypothesis 2 was particularly important to Cargill because it revealed unique and important differences between the five countries included in the second data set. This study found that the nature of the relationship between congruence and leader performance varies significantly between all five countries. More specifically the data suggests that congruence does not always lead to high performance. This study, albeit exploratory, makes theoretical, methodological and practical contributions in the following ways. i. A cross cultural test of Implicit Leadership Theory in a multinational organisation with a significant sample size. ii. An existing desired leadership values questionnaire was used and developed further to measure leadership values and leader perception. iii. All 196 leaders received a personalised feedback report showing the level of congruence (or degree of fit) for 21 leadership characteristics. iv. A methodological contribution was made by using Polynomial Regression Equations and Response Surface Methodology to measure the nature of the relationship between desired leadership values, perceived behaviour and leaders' performance. Implicit Leadership Theory was shown to be complex yet very relevant to management practice. The research undertaken was exploratory yet it has created the basis for on going discussion.

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Sugai, Sakae. „Cross-cultural leadership interaction : a mixed-methods approach study“. Thesis, University of Cambridge, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.611820.

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Renner, Jasmine, Arnold Nyarambi und &amp Glascock C. Gunn. „International and Cross Cultural Educational Leadership, Collaboration and Teaching“. Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etsu-works/8279.

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de, Azevedo Nogueira Affonso Henriques. „Cross-Cultural Leadership: A comparative Study between Brazilian and Portuguese Subordinates“. Doctoral thesis, Universitat Ramon Llull, 2012. http://hdl.handle.net/10803/82068.

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L’objectiu d’aquesta investigació, ha sigut comparar patrons culturals de grups brasilers amb grups portuguesos. Per identificar i comparar els esmentats patrons, s’ha fet servir un instrument anomenat Values Scale. A més a més, i utilitzant una adaptació de Tannenbaum and Schmidt’s Taxonomy desenvolupat per Vroom (2000) hem comparat els estils de lideratge dels esmentats grups. En darrer lloc hem investigat si existeix una correlació entre els patrons culturals i els estils de lideratge. S’ha pogut observar que ambdós grups demostren una preferència per als Patrons Culturals Horitzontals Col•lectius i que el grup brasiler, te tendència a triar un estil de lideratge més participatiu si ho comparem amb el grup portuguès. També s’ha observat una correlació entre els patrons culturals i els estils de lideratge. En acabar l’estudi, es presenten mancances i, com que no hi ha molts estudis de referència, es suggereixen propostes per a futures investigacions, enfocades especialment en brasilers i portuguesos, tenint present que aquests països tenen en comú un passat històric i es veuen abocats a canvis socials, econòmics i culturals significatius.
El propósito de esta investigación, ha sido comparar el patrón cultural de grupos brasileños con grupos portugueses. Para identificar y comparar dichos patrones, se ha aplicado un instrumento llamado Values Scale. Además, utilizando una adaptación de Tannenbaum and Schmidt’s Taxonomy desarrollado por Vroom (2000), hemos comparado los estilos de liderazgo de los mencionados grupos. Finalmente hemos investigado si existe una correlación entre los patrones culturales y los estilos de liderazgo. Se ha podido observar que ambos grupos demuestran una preferencia para los Patrones Culturales Horizontales Colectivos y que el grupo brasileño tiende a elegir un estilo de liderazgo más participativo en comparación con el grupo portugués. También se ha observado una correlación entre los patrones culturales y los estilos de liderazgo. Al terminar el estudio se presentan limitaciones y, dado que no hay muchos estudios al respecto, se sugieren propuestas para futuras investigaciones, enfocadas especialmente en brasileños y portugueses, teniendo en cuenta que estos países comparten un pasado histórico y se enfrentan a cambios sociales, económicos y culturales significativos.
This study aimed to compare the cultural patterns of Brazilian and Portuguese groups. Using an instrument named Values Scale it was possible to identify and compare these patterns. In addition, we sought to compare the leadership styles preferred by those groups using an adaptation of the Tannenbaum and Schmidt’s Taxonomy developed by Vroom (2000). Finally, we assessed whether there was correlation between cultural patterns and leadership styles. It was observed that the two groups showed a preference for Horizontal-Collectivism Cultural Pattern and the Brazilian group chose a more participative leadership style when compared with the Portuguese group. There was also a correlation between cultural patterns and leadership styles. At the end of the study limitations are presented and proposals for future research are suggested, especially between Brazilians and Portuguese, since such studies are still scarce and taking into account that these countries have in common historical past and are also facing significant social, economic and cultural changes.

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Banerjee, Mili. „Subordinate Perception of Leadership Style and Power: A Cross-Cultural Investigation“. University of Akron / OhioLINK, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=akron1253769052.

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Wolf, Patricia K. W. „Group dynamics : effects of leadership style on cross-cultural group behavior /“. The Ohio State University, 1986. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487266691093613.

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Bücher zum Thema "Cross-cultural leadership"

Brooklyn, Derr C., Roussillon Sylvie und Bournois Frank, Hrsg. Cross-cultural approaches to leadership development. Westport, Conn: Quorum Books, 2002.

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Cross-cultural collaboration and leadership in modern organizations. Hershey: Business Science Reference, 2015.

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Comparative political leadership. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2012.

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H, Kessler Eric, und Wong-MingJi D. J, Hrsg. Cultural mythology and global leadership. Cheltenham: Edward Elgar, 2009.

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Tolstikov-Mast, Yulia, Franziska Bieri und Jennie L. Walker. Handbook of International and Cross-Cultural Leadership Research Processes. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003003380.

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The evolution of leadership: Transitions in decision making from small-scale to middle-range societies. Santa Fe: School for Advanced Research Press, 2009.

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The art and science of leadership. 5. Aufl. Upper Saddle River, N.J: Pearson/Prentice Hall, 2009.

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The art and science of leadership. 4. Aufl. Upper Saddle River, N.J: Pearson/Prentice Hall, 2006.

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Nahavandi, Afsaneh. The art and science of leadership. 2. Aufl. Upper Saddle River, N.J: Prentice Hall, 2000.

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Nahavandi, Afsaneh. The art and science of leadership. Upper Saddle River, NJ: Prentice Hall, 1997.

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Buchteile zum Thema "Cross-cultural leadership"

Smith, Peter B., und Mark F. Peterson. „Cross-Cultural Leadership“. In The Blackwell Handbook of Cross-Cultural Management, 217–35. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164030.ch11.

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Hurn, Brian J., und Barry Tomalin. „Leadership Across Cultures“. In Cross-Cultural Communication, 125–40. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9780230391147_7.

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Wang, Jingjing. „Cross-Cultural Equivalences“. In Globalization of Leadership Development, 167–97. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06864-6_8.

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Wang, Barbara Xiaoyu. „Cross-Cultural Guanxi Leadership“. In Guanxi in the Western Context, 103–22. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-24001-1_5.

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den Dekker, Wim. „Cross-Cultural Leadership Behavior“. In Global Mindset and Cross-Cultural Behavior, 107–42. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-50992-5_5.

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Irving, Justin A. „Cross-Cultural Perspectives on Servant Leadership“. In Servant Leadership, 118–29. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230299184_10.

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Coldwell, David. „Cross-Cultural Aspects of Leadership“. In Encyclopedia of Business and Professional Ethics, 1–3. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-23514-1_120-1.

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Pacquiao, Dula. „Attributes of Cross-Cultural Leadership“. In Global Applications of Culturally Competent Health Care: Guidelines for Practice, 307–14. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69332-3_35.

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Booysen, Lize A. E. „Cross-Cultural Coaching“. In The Center for Creative Leadership Handbook of Coaching in Organizations, 241–87. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119207535.ch10.

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Bjørge, Anne Kari. „Discourse Strategies For Cross-Cultural Communication“. In Global Leadership Practices, 67–81. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-35001-5_4.

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Konferenzberichte zum Thema "Cross-cultural leadership"

Abdeldayem, Marwan M., Saeed Hameed Aldulaimi und Abdulsattar Alazzawi. „Leadership Cultural Intelligence to Improve Decision Making Process in Cross-Cultural Work Atmosphere“. In 2022 International Conference on Decision Aid Sciences and Applications (DASA). IEEE, 2022. http://dx.doi.org/10.1109/dasa54658.2022.9764993.

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RAJENTHIRAN, NIRUSIKA, H. A. S. MADHUWANTHI, D. M. P. P. DISSANAYAKE und D. C. SIRIMEWAN. „CROSS-CULTURAL DIMENSIONS AND CROSS-CULTURAL ORIENTATIONS IN CONSTRUCTION PROJECTS: CASE STUDY OF SRI LANKA“. In 13th International Research Conference - FARU 2020. Faculty of Architecture Research Unit (FARU), University of Moratuwa, 2020. http://dx.doi.org/10.31705/faru.2020.26.

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Significant issues affecting the success of construction projects due to globalisation is the establishment of a multicultural project team. Presently, China has emerged as one of Sri Lanka's main sources of foreign and commercial loans in an environment, where the island is seeking to rebuild and modernise infrastructure. However, the involvement of multi-cultural project teams often present unique challenges due to cross-cultural interactions, thereby, creating conflicts through construction projects, makes the conflict unavoidable. Therefore, this study was attempting to identify the cross-cultural dimensions and cross-cultural orientations in cross-cultural teamwork of Chinese contractors in construction projects in Sri Lanka. A qualitative approach was followed in this study in which multiple case study was selected as the most appropriate method for the research. Accordingly, semi-structured interviews were conducted among the selected four (4) respondents from each case to collect the data. Captured data was analysed by the manual content analysis method. An empirical investigation has been validated communication, leadership, trust, collectivism, team selection, uncertainty, team development and management as the common cross-cultural dimensions for all the three cases. This study added new cross-cultural dimensions to the literature in the context of Sri Lankan construction industry namely, coordination, harmony and customs with specific cross-cultural orientations. The study can be further developed to investigate strategies to manage intragroup conflicts occurs in cross-cultural teamwork of Sri Lankans and Chinese professionals in the Sri Lankan construction industry.

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Lee, Seon-Young. „How Gifted Students Believe in Leadership Talent and Leader Development: A Cross-Cultural Perspective“. In 2021 AERA Annual Meeting. Washington DC: AERA, 2021. http://dx.doi.org/10.3102/1684427.

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Windiarti, Ika S., Timothy L. J. Ferris und Matthew J. Berryman. „Cross-cultural leadership in the implementation of systems engineering processes: A study of Indonesian expatriate engineers“. In 2014 8th Annual IEEE Systems Conference (SysCon). IEEE, 2014. http://dx.doi.org/10.1109/syscon.2014.6819278.

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Rogers, Maria Susy, und Aline Grunewald Nichele. „CROSS-CULTURAL PERSPECTIVES IN THE EVALUATION OF THE PEDAGOGICAL VARIATION MODEL (PVM): INSIGHTS TO PEDAGOGICAL LEADERSHIP IN LEARNING AND TEACHING“. In 14th International Technology, Education and Development Conference. IATED, 2020. http://dx.doi.org/10.21125/inted.2020.1756.

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Rebitzer, Dieter, und Anna Pahl. „Cross-Cultural Competence in Real Estate Studies - The Benefits of International Student Competitions for Success in Management, Leadership, and Decision Making“. In 24th Annual European Real Estate Society Conference. European Real Estate Society, 2017. http://dx.doi.org/10.15396/eres2017_360.

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Dobreva, Albena. „Legal Protection of the EU Database: One Proposal for a Transposition“. In Seventh International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/limen.2021.297.

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The European Commission’s 2021 Intellectual Property Action Plan provides for a revision of Directive 96/9 / EC of the European Parliament and of the Council of 11 March 1996 on the legal protection of databases. The process of its amending is started with Directive 2019/790, which complemented it with new exceptions already mandatory for the Member States, on the mining of text and data for the purposes of scientific research, digital cross-border learning activities, and use by cultural heritage institutions. The transposition of these new texts by the deadline of 06.07.2021 did not take place in many Member States. The article relates to the proposal to transpose these exceptions into the legislation of Bulgaria and analyzes to what extent to which it would contribute to the objectives of harmonization.

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Shay, Marnee, Jodie Miller und Suraiya Abdul Hammed. „Exploring excellence in Indigenous education in Queensland secondary schools“. In Research Conference 2021: Excellent progress for every student. Australian Council for Educational Research, 2021. http://dx.doi.org/10.37517/978-1-74286-638-3_8.

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In the national and international landscape, there is very limited exploration of cultural constructs of excellence, in particular, in Indigenous contexts. This pilot study aimed to centre the voices of Indigenous people in conceptualising excellence in Indigenous education, as well as to share understandings between Indigenous and non-Indigenous practitioners. Qualitative data collection methods were used including collaborative yarning, storying, and semi-structured interviews. Data were analysed using cross-case analysis to examine the views of educators across three school sites. Indigenous participants highlighted the importance of nurturing culture and identity; building up young people; and, building a culture of inclusivity and belonging. Supportive leadership was also identified as an enabler for enacting excellence in schools. A direct outcome of this project was a whole-school policy that builds on a strengths perspective and forefronts the embedding of Indigenous knowledges and perspectives, supporting the wellbeing of Indigenous students, affirming the identities of Indigenous students and having specific strategies to engage with local Indigenous communities.

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Keane, Robert G., Howard Fireman und Daniel W. Billingsley. „Leading a Sea Change in Naval Ship Design: Toward Collaborative Product Development“. In SNAME Maritime Convention. SNAME, 2005. http://dx.doi.org/10.5957/smc-2005-p31.

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In October 1989, the Naval Sea Systems Command (NAVSEA) conducted the Ship Design for Producibility Workshop with broad participation from the Navy, Shipbuilders, Ship Design Agents and Academia. The Workshop was one of NAVSEA’s first Total Quality Leadership (TQL) initiatives and was subsequently expanded by NAVSEA’s Chief Engineer (CHENG) and the Deputy Assistant Secretary of the Navy (DASN) for Ships into the Ship Design, Acquisition, and Construction (DAC) Process Improvement Project. In addition, the National Shipbuilding Research Program (NSRP) initiated a number of thrusts in Concurrent Engineering and Increased Throughput. The authors describe one of these major process improvement initiatives, NAVSEA’s 3D “Product Model” Strategy to extend throughout the enterprise-wide process of warship development a primary focus on the bridge between ship design and shipbuilding. The Workshop and subsequent process improvement initiatives have had a profound impact on the Naval Ship Design Process. Yet, as reported to Congress in 2002 by the Secretary of the Navy, the unbudgeted cost growth and increased cycle times for Detail Design of new warships have “reached an untenable level”. This necessitated the October 2004 ASN (RDA) policy memorandum on Integrated Digital Data Environment (IDDE). To realize transformational innovations in our ship designs, as well as transformational innovations in the entire warship development process, the National Naval Responsibility in Naval Engineering (NNR-NE) was recently established by the Navy. To support NNR-NE the Office of Naval Research (ONR) and the Naval Sea Systems Command (NAVSEA) created the Center for Innovation in Ship Design (CISD). A summary of some recent CISD Innovation Cells and how CISD can contribute to breaking down the existing organizational cultures and institutionalizing a collaborative product development environment are also discussed. As we begin a new century, it is appropriate that our naval ship design and shipbuilding community review its progress, look at the cross-cut principles of leading change, determine what it takes to bring about dramatic cultural transformation, and discuss the critical need for Navy, Shipbuilder, Design Agent and Academia leadership to continue developing a new collaborative product development environment which fosters a sea change in the whole naval ship development process.

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Pettinger, Alfred M., und Robert Montgomery. „Project Management Considerations of Pipelines Crossing the Andes“. In 2010 8th International Pipeline Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/ipc2010-31303.

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Pipeline operators, contractors and governments face important challenges when planning, designing, constructing and operating pipelines which connect the hydrocarbon reserves in the Amazonian basin with population and shipping centers on the Pacific coast. These pipelines cross portions of the Amazonian rainforest, the mountain rainforest along the eastern flank of the Andes, the Andean plateau, and the rural and urban low lying desert areas along the Pacific coast. The need for these pipelines will continue and offers a tremendous opportunity to promote sustainable economic development. However, there are several challenges in safeguarding the integrity of the pipeline, environment, local population, and socio-economic fabric of the region. Failure to properly address these risks could have significant financial, engineering, environmental and social, or reputational consequences for operators, contractors, financiers and governments. In this context, companies need to understand the specific challenges present and implement an encompassing project and risk management strategy that entails leadership, team work, effective communication and collaboration in a manner that proactively meets anticipated needs and responds to evolving conditions. During design and construction management, engineers and scientists are challenged by geology, topography, limited or no field data, limited access to the right-of-way (RoW), and socio-environmental aspects. Major training efforts are needed for the construction workforce, in a manner applicable to educational and cultural characteristics. Special road safety measures are required and in many instances the right-of-way will be the only means of transporting construction material. Other special logistical challenges are presented by the rich cultural history of the Andes. During operation, special consideration needs to be given to external natural hazards like landslides, soil creep, seismicity, and river scour. Management needs to maintain good communication with all parties affected by the project and proactively promote broad socio-economic development in the project area. The recognition of these specific challenges and upfront investment will facilitate mutually beneficial project advancement and be of particular benefit in instances of anticipatable but uncontrollable events. This paper describes several of these challenges and provides guidance on how to minimize project specific risks and adverse effects to society and environment.

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Berichte der Organisationen zum Thema "Cross-cultural leadership"

Shaping a Global Leadership Strategy For Cross-Cultural Effectiveness. IEDP Ideas for Leaders, Januar 2013. http://dx.doi.org/10.13007/046.

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