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241

Abbreviations and Acronyms

CCL® Center for Creative LeadershipGLOBE Global Leadership and Organizational Behavior Effectiveness projectSLEPT Socio-cultural, legal, economic and ecological, political, technological

dimensionsT-COM Trans-Cultural CompetencePESTEL Political, economic, social, technological, environmental, and legisla-

tive factors of analysis7-S Structure, strategy, systems, style, skills, staffSPK System of Profound KnowledgeCSR Corporate Social ResponsibilitySROI Social Return on Investment

243

Author Index

Ackermann Anderson, L., 73–74Anderson, D., 191–196Anderson, Dean, 73–74Argyris, C., 87, 92–107Assmann, J., 39Avolio, B., 63, 170

Barrett, R., 89, 111–112Bass, B., 52–53, 61–63Beck, U., 129Bennholdt-Thomsen, V., 121–122Bennis, W., 44, 55–56, 63, 98,

120, 147Bourdieu, P., 16Brenton, A., 71, 95, 139Burns, J., 52, 60

Cameron, K., 71, 190Castles, S., 13–14CCL, 44, 191Chabod, F., 12Conger, J., 53, 63Connerley, M., 38, 126–128, 175Cox, D., 157

Deming, E., 90–92, 97Deresky, H., 123–125Dornheim, J., 11–12, 132Driskill, G., 71, 95, 139Duffy, F., 60–61Durkheim, E., 120

Ferguson, J., 19Foucault, M., 29, 59Freire, P., 159French & Raven, 58Funakawa, A., 45, 122, 145, 192

Gardner, J., 44–46Gardner & Dunham, 77, 80Geertz, C., 29, 41

Giddens, A., 112Goleman, D., 96Gramsci, A., 125, 133Greene, R., 161Gupta, A., 19

Hall, E., 27–32, 35Hayek, N., 164–166Herder, J., 11Hersey, P., 48–52, 63Higgs, M., 46, 58–64, 96Hofstede, G., 20–32, 126–127Honneth, A., 2Hoogvelt, A., 4, 16

Inayatullah, S., 106–107, 117, 217

Keyton, J., 68–72, 139Klein, E., 95Kluckhohn, F., 18–20, 33Kotter, J., 56, 63, 148, 159, 209–210,

228–229Kouzes, J., 39, 43, 48, 64, 71, 210Kroeber, A., 18Kuhn, T., 36, 93

Lewin, K., 36–38, 78, 90–92Likert, R., 129Luhmann, N., 69, 108–110

Maslow, A., 88–89McAlister, D., 114–115McAuley, J., 71McEwan, T., 71, 112–113McFarlin, D., 197McSweeney, B., 17, 29Moallem, M., 14

Nadler, D., 86Northouse, P., 44–52Nye, J., 59

244 Author Index

Parsons, T., 69Pasmore, W., 193Pawar, M., 157Pedersen, P., 38, 126–128, 175Porter, M., 111Posner, B., 39, 43, 48, 64, 71, 210Prahalad, C., 111

Quinn, R., 71, 75–79, 90, 107, 190

Randall, J., 82Raynolds, J., 61, 135–136, 143,

218–219Robbins, S., 36, 46, 54, 70, 77Rogers, C., 155–161Rugman, A., 26, 122–127Russell-Bennett, R., 111–112

Said, E., 12, 14, 32, 133Sandkühler, H., 14, 132Schaeffer, R., 15, 121Scharmer, Otto C., 146,

213, 216

Schein, E., 32–43, 90–94, 98–99, 183–185, 193–197, 219–221

Scholtes, P., 91–98, 129, 190, 229Schön, D., 92–107Senge, P., 84–87, 95, 146, 148Sennett, R., 2, 155Simons, G., 121, 182Stogdill, R., 46

Tichy, N., 45, 52–54Trompenaars, F., 20–31Tylor, E., 11–18

Vygotsky, L., 32, 41

Watzlawick, P., 197Weick, K., 75–79, 90, 107Welsch, W., 14, 132–138Western, S., 44, 59–61

Yip, J., 192Yunus, M., 113

Zaleznik, A., 55

245

Subject Index

accountability, 59, 61, 67, 110, 131, 200, 222

active listening 87, 102–103, 117, 181active reflection, 35, 83, 152–161, 199,

207, 223–224adaptation, 81, 93–94, 134, 147, 214

continous, 78cultural, 131external, 35, 39, 41, 68–69flexible, 49, 228of the leaders, 185personal, 215short-run, 78

aesthetic, 88, 163accomplishment, 165culture of, 163meaning, 151, 165performance, 149

aesthetical action, 65, 163, 201aesthetical aspects, 141aesthetical function, 163aesthetical orientations, 33aesthetical survival, 228aesthetics and ethics, 150, 158alienation, 70, 81, 86–87, 96,

109, 222incorporated, 137

American, 127–128anchor(s), 66, 79, 146, 165, 213

reliable, 50anchoring, 56, 141, 218–219, 223anxiety, 36, 79–80, 86–88

of change, 39, 41, 79, 86overcoming, 43, 97, 99, 118,

155, 214approach(es), 4–5, 37, 45, 51, 63, 77,

139, 154, 156, 161, 190, 197analysis, 74anthropological, 219behaviors’, 48consequentialist, 60constructivist, 19critical, 45

deductive, 171deontological, 60empowerment, 152, 159global management, 125Herder’s homogenization, 12holistic, 113–114, 117, 135, 151inductive, 171integrated, 152integrated-perspectives, 157interpretative, 26motivational, 197path-goal, 50person-centered, 150–151, 155–156situational, 48symbolic interactionalist, 68synergistic, 147systemic, 19, 69teleological, 60traits’, 46transformation, 98Tylor’s cultural evolutionism, 12Western, 27

assertiveness, 26, 46, 175attachment, 88, 108, 110, 142, 222

collective, 16emotional, 53, 55quality of, 71social, 135strategies of, 70

awakeness, 159awakening, 95, 133, 139, 159, 208,

217, 223awareness, 14, 36, 49, 61, 72, 85, 91,

98, 104, 133, 139, 149, 155, 165, 181, 204, 216, 221, 224

for change, 142, 146, 160, 189, 217–218

conscious, 35, 98, 159of limits, 172, 216, 226personal, 47, 105, 136, 148

awareness-raiser, 101, 104, 118, 120, 189, 191, 214, 216, 223–224, 229

246 Subject Index

blind spot, 91, 94, 98, 106, 222cultural, 133

challenges and change, 5, 41, 45–47, 59, 193–194

change, 37, 42, 68, 75–117agency, 189agent, 76, 79, 94–106climate, 222continuous, 17, 76–84cultural, 6–7, 15, 27, 38–39, 43, 80,

82, 120–122, 137, 191developmental, 73direction of, 76, 132, 170, 189discontinuous, 84, 97, 143drivers of, 115dynamics, 76, 101, 114environmental, 18, 39, 134,

184, 189episodic, 76–79evolutionary, 39–40, 75goals of, 52, 80, 219heteronymous, 81limited, 42management, 6, 76, 95, 107, 115,

169, 189, 191, 227–228mode of, 76need for, 49, 62, 83, 142,

159, 194positive, 53, 144radical, 42, 227rapid, 54, 82, 107, 138social, 113, 162, 170stages of, 37–40, 76structural, 64, 68, 76–77types of, 76–77unit of, 76urgency to, 36

change and development, 4–6, 19, 32, 39, 42, 66, 71, 73–84, 145, 184

China/Chinese, 22, 150, 181, 182Citizenship, 157coaching, see trainingco-creating, 111, 216cohesion, 15, 28, 53, 83, 89, 144,

209, 224development, 135–136, 180, 198,

202–204

collaboration, 65, 83, 124, 144, 146, 151–153, 177, 192, 198, 201–203, 209–211

collective economic lives, 229collective learning ability, 80, 87,

96–97, 148, 162, 177, 195, 204, 208–213

see also learningcollective mastery, 221–224

see also self-masterycollectivism, 21, 25, 26–27

see also individualismcomfort zone, 7, 47, 52, 57, 99, 106,

131, 162, 218–219, 221–225communication, 15–16, 19, 54, 72,

74, 117, 124, 135, 185, 228for change, 77, 95, 102, 110, 116competence/skills, 161, 174, 221culture of, 153dysfunctional, 130interpersonal, 155, 215non-verbal, 28, 215relationship-based, 16, 54,

87, 146strategies, 118, 145styles of, 29, 33training programs, 24

communitarianism, 113–114community, 38, 41–42, 52–53, 62,

66, 101–105, 136, 143cooperative, 201culture, 93learning, 198, 204–206levels, 139needs, 113–114, 145sense of, 110, 197spirit of, 65, 159, 206

community and family, 28, 88community and society,

106–107, 204community at large, 113, 150, 223competence, 64–67, 130, 139, 156,

184, 189, 198, 208acquisition of, 91–94conscious, 92–94, 209social, 206unconscious, 92–94, 160, 214

competencies of leadership, 5, 62–66

Subject Index 247

competitive, 22, 34behaviors, 16efficiency, 185environment, 90landscape, 190, 195, 199markets, 113–114process, 205selection, 75survival, 121thinking, 192world, 105

components of leadership, 45, 65, 139

concept of space, 20concept of time, 27, 34conceptualization, 6, 19, 49, 74confidence, 48, 65, 83, 99, 108–114,

126, 133, 150–155, 213collective, 87, 219mutual, 179, 201, 211

conscientiousness, 7, 59, 65, 83, 141, 146, 183, 221–223

conscientization, 141, 159, 205, 214, 223

construction, 12, 29, 30, 63, 69, 133, 135, 139, 175

social, 12, 18, 41, 68, 75–77, 226container paradigm, 11–12, 14, 17,

18, 29, 31, 93, 132–134, 208contigency theory, 63controlling, 55cooperation, 15, 66, 69, 144–149,

192, 202–208quality of, 205

co-presencing, 216core values, 30, 58–61, 66, 70, 229corporate responsibility, 43, 70co-sensing, 216credibility, 59, 61, 67, 79, 96, 110,

130–131, 136, 148, 170, 179, 209

cultural analysis, 95–96, 100–104, 128, 193

cultural awareness, 3, 7, 42, 50, 138, 140–141, 173–174, 190, 211, 213–216

cultural evolutionism, 12cultural hegemony of leadership, 6,

126, 137, 139

cultural relativism and universalism, 12–13

cultural transformation, 66, 82, 87–89, 91, 111–112, 139, 145

culture, 4, 11–32, 121, 132–137, 183–184, 215

adaptive, 42basics of, 151change of, 39, 71, 194change-oriented, 43characteristics of, 184of communication, 153corporate, 36, 122, 130, 184diffusion of, 134dominant, 27, 70, 133, 145, 202dynamics of, 128, 145, 148effective, 42hegemonic, 133, 137hierarchy of, 194inclusive, 144inner layer of, 92leadership, 194national, 14, 20, 26, 54, 127, 132new, 119, 135, 164, 191, 212obstructive, 229old, 43of an organization, 56, 111present-based-past, 71quality of, 66reference, 70–72, 125–126,

130, 133representative of, 148, 226shift of, 74, 93strong, 70–71of survival, 13920th century, 11use, 100, 106, 202

culture and business, 122, 182culture and leadership, 5, 15, 38–41,

60, 137, 139, 213culture and management, 20–31

see also managementcultures, 11–12, 17, 20–29, 38, 54,

71, 81, 99, 105, 121, 132, 139, 170–172, 184, 227

collectivism-oriented, 20–29diffuse, 25emotional, 25individualism-oriented, 20–29

248 Subject Index

cultures – continuedmarginalized, 125multitude of, 126neutral, 25particularistic, 25reference, 6, 121, 157specific, 25universalistic, 25

culture shock, 17

deconstruction, 30, 128Denmark, 22, 128deontological, 60dialectical theories, 75–76dialogue, 79, 87–88, 92, 97, 117,

148–150, 158–159, 199, 205, 210sensitive, 137

differentiation, 2, 26, 29, 132, 202Bennis’s, 86

different ways of life, 16discourse(s), 2, 14, 17–18, 29, 66, 125,

128, 132–138business, 11of change, 66contemporary, 12political, 44set of, 69

disintegration, 2, 70, 76, 81see also integration

distrust, 70, 109, 144, 203see also trust

diversification, 2–4, 81, 121diversity, 2–7, 13–18, 60, 67, 70,

82–84, 95, 134–136, 145–147, 155–157, 192, 202–204, 224

of cultures, 81double-loop learning, 87, 93, 106

see also learning

EASIER, 216economic, 2, 6, 229

activities, 14, 113, 222agents, 14analysis, 156–157, 185challenges, 2–3, 14–15, 77, 185changes, 2, 6, 18, 112, 120, 206,

222, 227costs, 117crisis, 62, 183

integration, 2, 13, 153limits, 16management, 6, 117moderation, 62neoliberalism, 4, 16, 113, 125, 222power, 122, 125regulation, 13, 47, 114survival, 4, 62, 121, 160, 190,

206, 229value, 110, 114, 165

economics, 5, 16, 90, 138, 145–147, 164

empowerment, 152, 158–159, 205, 210

collective, 87employee, 89

envisioning, 65, 75, 87, 214, 216, 228

see also visionequality, 204equity, 204ERASMUS Program, 156ethics, 16, 58–62, 66–67, 97, 144

business, 4–5, 113, 146–147ethics and aesthetics, 149–150, 158ethics and value creation, 16, 118ethnocentric, 122–125, 145, 216evolutionary theories, 75excellent way of life, 12, 80–81,

94, 125

faith, 53, 75, 110, 113, 142, 195loss of, 108

familiarity, 108–118femininity, 21financial controls, 122financial crisis, 15, 169financial maximization, 164financial performance, 117four eyes, 54, 140, 144, 222four Is, 53–54, 140, 144fragmentation, 2, 13, 15, 36,

83, 222mental, 36overcoming, 103, 203social, 3

fragmentation and anxiety, 36, 218France, 23, 128frame breaking, 93, 104

Subject Index 249

gender, 6, 21, 25–26, 182–184globalization, 2–3, 11–18

challenges of, 228consequences of, 120, 138drivers of, 189, 190paradoxes of, 15

globalization and contradiction, 14globalization and

fragmentation, 222globalization and

homogenization, 121globalization and pluralism, 48,

128, 157

heroes, 29–32, 62high context, 28–29homogenization, 11–12, 18human resource management, 47,

88, 123, 170, 193see also management

human rights, 13, 117

IBM, 20identity, 37, 41, 68, 79, 112,

208, 215collective, 12, 35, 170, 209corporate, 41, 71, 113, 215crisis, 13national, 13–14, 18, 134

imagined geography, 12imagined national differences, 14incompetence, 91–94, 98, 136

conscious of, 91–94, 214unconscious, 91–94see also competence

India/Indian, 17, 23, 191individualism, 21, 25, 26, 113–114inequality, 13, 16–17, 20–21inherited practices, 70insecurity, 50integration, 30, 68–69, 74, 76,

94, 158economic, 2external, 83, 160inclusive, 204internal, 35, 39, 41, 68, 71, 83, 90,

93, 160policy of, 14see also disintegration

integrity, 43, 45, 59, 61–65, 70, 88, 110, 134, 148, 179, 200

intelligence, 45–47, 170, 172–173, 204

emotional, 58–60, 84, 96, 104, 131, 161

multiple intelligences, 202intercultural communication,

174, 215intercultural conflict, 2intercultural differences, 215intercultural encounter, 215intercultural fields, 174–176, 183intercultural groups, 155intercultural interactions, 43intercultural irritations, 215interdependence, 2, 15, 66, 138, 144,

153, 157, 160, 210internal and external

connectivity, 89internal and external control, 26internal and external environment,

89, 145internal and external

integration, 160internal and external learning, 144internal and external pressures, 157internal and external problems,

35, 206internal and external resources, 81internal and external structures, 206internal cohesion, 89internalization, 92internalized, 6, 35, 90, 96, 107, 134,

142, 191, 213–214internal motivation, 20, 120international business, 122, 166international communities, 18international companies, 4, 11international competencies, 173international context/fields, 7, 17,

126, 148, 171–175, 215international economics/

economy, 16international enterprises, 14international experiences, 21, 173international identities, 14internationalization, 14, 189international levels, 13

250 Subject Index

international management/managers, 4, 13, 20, 122–124, 127, 148, 171–173, 197

see also managementinternational market, 16international negotiation, 153international organization, 32, 179international outlook, 196international relations, 155, 190international strategies, 4, 123–124international training programs, 17,

156, 215international workforce, 11, 14, 121interpersonal sensitivity, 59, 66–67,

183, 221interrelationship(s), 5–6, 15, 85,

97, 100, 135introspection, 86, 133, 155, 170,

179, 212intuitiveness, 59, 66, 221–223

Japan/Japanese, 17, 23, 54, 127–128, 181

Japanese tea ceremony, 149Japanese training programs, 217

knowledge of cultures, 148see also culture, cultures

labor market(s), 112leadership, 2–6, 38–40, 44–67

authoritarian, 127–131, 134behaviors of, 48–52charismatic, 47, 52, 63collective, 216competencies of, 99–119, 224,

229; see also competencies of leadership

democratic, 129–130, 134development, 112, 189–190directive, 50, 139global, 26individual, leadership, 216laissez-faire, 38new paradigm of, 52, 63, 128partizipative, 50, 126–130, 134path-goal, 50, 138proactive, 83quality, 48, 66, 80, 164

reactive, 83relationship-oriented, 7, 50–55,

151–154, 208situational, 49, 119, 138strategic, 50, 63strategies of, 49–50, 59,

192–195, 216strong, 7, 189style of, 17, 19, 48–49, 63, 98,

121–132traits of, 45–47, 63transactional, 52–55, 56trans-cultural, 4–5, 66, 100–104,

116, 119–161transformational, 47, 52–55, 106,

108, 138, 170visionary, 3, 62would-be, 171–178

learning, 35–40, 65–67, 78–79, 97, 162, 189, 197, 208, 220–221

ability and disability, 85–87, 95, 98, 121, 141, 158, 192, 208–213

ambiance/climate, 43, 97, 199anxiety, 99attitudes, 127barriers, 96context, 149continuous, 75, 87, 89, 146, 155,

177, 196cooperative, 104, 145, 154,

201–206, 224cross-cultural, 104culture, 145, 184design, 149, 214disciplines of, 85–87, 90double-loop, 87, 93, 106environment, 7, 135, 159, 179–180,

190, 201–206experimental, 201habits, 97, 129, 182organization, 7, 84–96, 103,

145, 151society, 87, 96, 101, 198styles/types of, 97, 131, 202task-oriented, 55, 127–128transformative, 91, 96, 100, 120,

176, 198urgency of, 96

life cycle theories, 75–76, 94, 215

Subject Index 251

lifelong learning, 6, 85, 149, 160, 193, 206–207

see also learninglife quality, 16, 77, 113, 142–143,

163, 198limits of competences, 216limits of knowledge, 98limits of resources, 211localization, 157locus of control, 28, 77–80, 109long-term orientation, 22low context, 27–29

management, 3, 17, 20, 55–59, 73, 103, 108, 151, 163, 189, 228

change, 6, 63, 73–84, 89, 95, 104, 154, 169, 184, 221

cross-cultural, 50economic, 6global, 125programs, 175of relationship, 185skills, 43, 57, 162strategies, 95, 122, 156, 226style, 120, 122tools, 91, 115

management and leadership, 6, 55–57, 64, 97, 194, 198

managing diversity/management of diversity, 26, 38–40, 57, 67, 119, 162

masculinity, 21measure culture, 184–185

see also culturemental anchor, 219mental frame, 105, 154mental map, 153, 157, 164, 202, 217mental models, 86–87, 90–93, 97,

148, 164mental paradigm shift, 93mental processes, 68, 143mental visualization, 218mentee, 198–200mentor, 53, 103, 150, 195, 199,

209–213leader as, 7, 89, 99, 104, 164, 190,

198, 201, 208mentoring, 97, 104, 120, 150, 160,

194, 198–199, 224

mentoring trans-cultural competence, 196–200, 209–213, 223

Mexico, 23, 128migration, 2, 11, 18mistrust, 70, 87, 126, 130, 134

see also trustmobility, 2–4, 11, 18, 119, 121mobility and speed, 106, 132,

148, 162mobility and volatility, 27, 143monochronic, 27–28moral conceptions/morals, 11moral consensus, 34moral conviction, 170morality, 13, 52moral value system, 13multinational backgrounds, 51multinational corporation, 20multinational environments, 164multinational group(s), 51, 54multinationals, 121multinational university

network, 180

needs, 7, 11, 50, 53, 88–89, 104, 120, 130, 142, 144, 145, 161, 171, 197, 205, 212

collective, 19, 52, 113–114, 130–131, 180, 212

consumer, 113, 145, 222employee’s, 114, 126–127, 129, 184global and local, 4, 62, 114,

149, 229individual, 53–54, 88–89, 113, 130,

170, 177, 226others’, 54, 65–66, 98, 134, 149,

155, 225personal, 68, 86, 93, 98, 141, 147,

184, 222neoliberalism, 4network, 122–124, 158, 183, 212

of different partners, 160of empowering attachment, 198of organizations, 153of relationships, 87, 142, 150, 204structure, 125, 192

networking, 87, 159, 198network-thinking patterns, 204

252 Subject Index

Obama, Barack, 3organization(s), 2–8, 30–32, 38, 42,

44, 52, 55–56, 68–118, 123–125, 130, 170, 193–195, 226–228

development of, 19, 42management, 43, 52, 62, 72, 84;

see also managementtransformation of, 19, 29, 36types, 121–122

organizational change, 36–37, 40, 43, 49, 54, 57, 68–88, 73–94

organizational community, 68–69, 199

organizational culture, 5, 32–41, 60, 68–72, 80, 90, 151, 190, 226–227

organizational life, 60, 97organizational needs, 74, 130,

205, 214organizational performance, 52,

106, 189organizational structure(s), 33, 69,

73, 121–125, 144, 220–221out-of-awareness, 7, 159, 213, 217,

228–229ownership, 71, 81, 113, 115, 146, 170,

177, 180of change, 84, 178emotional, 80–81, 96of the survival’s quality, 210

paradigm shift, 5, 36, 42cultural, 7–8, 100, 112–114,

145, 228mental, 93organizational, 97

participation, 14, 83, 102, 110, 127–128, 139, 213–214

particularism, 25personal development, 162, 193personality development, 47, 51,

107, 170personal mastery, 85–86, 148, 170pluralism, 11, 16–17, 48, 75, 120

cultural, 26of values, 16, 84, 163

polarization, 2, 222polycentric, 122–124polychronic, 27, 29

power(s), 16, 24, 58–62, 64, 99, 157, 205

of anxiety, 80, 86, 99asymmetric, 16–17, 70, 122,

135–137, 162, 178cultural, 125, 134distance, 26–27, 50, 126–127economic, 122of existence, 81fragmentation of, 13, 70, 133ideological, 114of leadership, 100–102, 110, 139,

140–147, 223–224misuse, 79negative, 210–211political power, 4, 12–13, 60, 122of sharing, 123, 158, 202, 205,

210–211of transformation, 159types of, 58–59xolonial, 121–122

power and authority, 64power and competition, 16, 79,

121, 138power and ethics, 58–61power and inequality, 21, 179power and influence, 45, 82,

122, 158power and love, 34, 65power and risks, 61power relations, 64–67, 137,

179, 216practice culture, 18, 30, 101process-oriented cultural concept, 6

see also cultureprofound knowledge, 90

see also system of profound knowledge

progress-oriented paradigm, 93see also paradigm shift

property rights, 113–114prophets of quality, 90pro-vision, 108

see also vision

quality management, 172see also management

quality of knowledge, 148, 155–160quality of optimization, 90

Subject Index 253

quality of organizational development, 60, 69

quality of the values, 149

reason(s) to be, 35–36, 101, 115, 143, 223, 227

reason(s) to be more, 37, 96, 101, 110, 143, 145, 190, 198, 200, 223–224

reconstruction, 14, 30reflective action, 35, 152, 154–161,

199, 207, 214, 223–224refreezing, 7, 37–40, 43

see also unfreezingregiocentric, 123–124relationship(s), 17–19, 27–29, 34,

48–50, 70, 89, 97, 123–124, 199, 215

interactive, 29, 81, 199interpersonal, 5long-term, 28quality of, 48, 58, 60, 64, 69,

135, 216relationship-based communication,

16, 53–54, 81, 199relationship-oriented behaviors,

48–50, 127–128relationship(s) between leaders and

followers, 19, 48–52, 62–67, 135, 176–180

relationships building, 103–116, 136, 148, 174–175, 211–213, 223–224

relationships strategies, 70relativism, 11–13

see also culturerelearning, 90, 99research, 6, 217

anthropological, 128large-scale, 29–32long-term, 171practice-based, 193training research, 47

resilience, 47, 99, 142, 154–155, 162, 189, 218, 219

emotional, 7, 59–60, 66, 88, 140–141, 146, 183, 223

quality of, 142resistance, 36–37, 79–84, 96–97,

102–103, 133, 140, 144–145, 210, 220, 228

to learn, 74, 97, 160resource scarcity, 75revolutionary transformation, 80risk(s), 13, 17, 61, 65, 73, 81, 94, 104,

110, 143, 165, 221analysis of, 128, 221of ascription, 141awareness, 129, 141of being blindsided, 98of being heteronymous, 108as a chance, 143, 180evaluation of, 109key, 221management, 107, 129measuring, 184pains, 110society, 129taking, 174, 203, 210of uncertainties, 128, 137

risk-seeking and risk-avoiding, 109

safety, 37, 60, 78, 86–88, 142–146, 155–161, 211–212, 218–221

inner, 102shared safety, 60, 69steps of, 108

security, 39, 50, 83, 88, 175, 212self-actualization, 88self-awareness, 59, 66, 83, 101, 141,

155, 179, 185, 201, 208–214, 222–223

self-confidence, 7, 45–47, 60, 88, 142–143, 162, 202, 221, 228

self-consistency, 60self-esteem, 86, 88–89self-framed boundaries, 117self-fulfilling prophecy, 144, 227self-image, 47, 112, 202self-insight, 43, 47, 86, 98–102,

141–142self-interest, 53, 115, 121self-management, 146–147, 182self-mastery, 7, 86, 119–120, 140, 147,

150–167, 221–224self-reflection, 87, 106, 133–134self-transcendence, 88senior management, 123, 129

see also managementseven-S, 115–116

254 Subject Index

shared home base, 16, 222short-term orientation, 22Singapore, 191SLEPT, 156–161, 227social class(es), 30, 125

dominant, 125solvent, 31

social division, 3, 15socialization, 30, 35socialization backgrounds, 121social networks, 14, 70, 207

see also networksocial return on investment,

117–118, 227socio-cultural, 156–157

background, 209context, 46, 145differentiations, 202dimensions, 185entanglement, 3fields, 173forces, 15improvement, 227positions, 125

Spain, 24, 128subcultures, 17, 27, 38, 70, 72, 184sustainable quality, 163sustainable survival, 43, 106, 117,

120, 140–142, 145, 160, 165, 195, 205, 223–224

survival(s), 16, 42, 71, 77, 88–89, 93–94, 100, 107, 110–111, 164, 222–229

aesthetical and ethical, 228anxiety, 93, 99, 143, 210art of, l, 107business, 222collective, 204, 206common, 121, 146competitive, 121economic, 62, 121, 206excellent, 101group’s, 196, 213guilt, 93long-term, 43, 169, 221mission of, 35of the organization, 198, 220pain of, 87personal, 69

politics, 112quality of, 210strategies of, 35, 83, 112, 153, 189,

190, 227transformational way of, 199

Swatch Group, 164–166Sweden, 24, 126symbols, 29–33, 68, 72system change, 112, 115, 220system of profound knowledge,

90–91, 96–97, 100systems thinking, 85, 140

T-Ching, 150–153team building, 73, 103, 135,

209–213team learning, 87, 148team spirit, 53, 103, 176, 209

quality of, 135technique of questions, 200Teishu, 149–153, 160, 163, 165,

201, 208teleological, 60, 75territoriality, 12–14theories, see approach(es)theories-in-use, 92Theory U, 106, 216top management, 39, 87, 95, 122,

129, 148, 210training, 7, 46–48, 73, 90, 146, 162,

177–178, 185, 191–196, 206, 214, 221–224

communication, 24cross-cultural, 17professional, 149programs, 17, 31, 123, 156, 171research, 47

trans-cultural competence, 66–67, 147–161, 189–195, 211–214

quality of, 154–161see also competence

trans-cultural leadership, see leadership

trans-cultural spirit, 135trans-cultural transformation, 121,

137, 144, 145, 152–153, 164–165, 195, 224

trans-culture, 45, 116, 119, 132–138, 175, 228

Subject Index 255

transculture, 132–133, 137see also culture

transformational change, 74–75, 80, 82, 92, 162

transnational community, 14trans-nationalism, 14transnational movements, 128transnational networks, 221travel more, 98, 133trust, 49–53, 79–84, 99, 108–110,

116–120, 145–146, 150–155, 170, 183, 209

climate of, 103, 175–176, 179, 182enhance and ensure, 135–136,

200–202learn to, 180, 197, 202, 211, 213loss of, 142misuse of, 221

trustworthy, 19, 46, 60, 126, 134, 174, 199

two-way learning process, 199see also learning

uncertainty, 39, 59, 74, 142, 162–163avoidance, 21, 26–27

unfreezing, 7, 37–40, 43Unilever, 125United States, 3, 11, 15, 24, 127–128universalism, 12–13, 25unlearning, 6, 36, 43, 66, 90–91, 93,

99, 107, 170, 202, 217

value creation, 110–115, 162, 191, 195, 227

viability, 16, 42, 110, 145, 229economic, 190future, 71, 224strategy of, 107, 162sustainable, 185

virtual circle, 111vision, 16, 53, 65, 83, 115, 151,

221–224actualized, 111–112, 170, 210collective, 165common, 135–136, 153, 159,

205–206convincing, 50core vision, 142corporate, 117creating, 96–97design, 144direction of, 192empowering, 120inspiration of, 55long-term, 114personal, 148positive, 43, 110, 219selling, 143, 222shared, 65, 67, 70, 86, 116, 147of survival, 163of transformation, 66, 81

wake-up call, 189, 190, 222