Global Leadership, Capacity for Judgment Integrity, and Acculturized Organizational Knowledge
To overcome the dysfunctional overemphasis on control and pronounced homogeneity of U.S. global leadership teams, the authors advocate a model of individual and collective development of the capacity for judgment integrity in leadership, ethics, and organizational change decisions to better address global behavioral, moral, and change complexity. They next advocate action learning processes that incorporate experience, methods, tools, and cases into organizational training programs so that the asset of acculturized organizational knowledge will capture both explicit, migratory Western knowledge and tacit, embedded non‐Western knowledge. Finally, the authors recommend three action steps global leaders can take to enhance organizational capacities that will lead to sustainable global competitive advantage.
Petrick, J. A.,
& Scherer, R. F.
(2000). Global Leadership, Capacity for Judgment Integrity, and Acculturized Organizational Knowledge. Performance Improvement Quarterly, 13 (2), 97-116.