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Chapter
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1
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Introduction
Do we, don't we, want to go to the dance? Further reading.
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2
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Definition
of Terms
A
soap by any other name. You say tomato. Ground control to.
Key learning points.
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3
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Evolution:
From Feudal Posts to Fast-track Projects
The
expatriate as feudal lord. The expatriate as stopgap. The
expatriate as high-flyer. Conclusion: Employers at the global
brink. Key learning points
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4
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Evolution:
Towards a Global Learning Organization
The
emergence of the regional expatriate. The international manager
as champion of quality. The international manager as resource
gatherer. Key learning points.
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5
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The
Global Dimension of Training and Development
Summertime blues. Distant horizons to virtual relationships.
The holy grail of interaction. New boundaries, new borderlines.
Key learning points
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6
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The State of the Art
The
multinational model: Devolution to managers in the field.
The global corporate model: Company-wide technology transfer.
The transnational company model: Knowledge exchange and bottom-up
innovation. Conclusion: Stripping away the emperor's clothes.
Key learning points
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7
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In Practice
BMW:
Inception and first steps. Volkswagen/Skoda: Early partnership
teething problems. Banco Bilbao Vizcaya: Knowledge transfer
in a service sector. Lufthansa: Transformation through alliance.
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8
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Key Concepts and Thinkers
Cross-cultural
management. Globalism and HR strategy. The broader social
role of global busines. Key learning points
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9
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Resources for Global Training and Development
Resources. Courses, programs, and
partnerships. Books. E-learning providers.
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10
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Ten
Steps to Effective Global Training and Development
10 Steps to making it work.
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