Global managers know that developing networks in a host country can be a tedious endeavor. Whereas developing friendly work relationships locally is often regarded as less problematic, developing informal networks is challenging but important for business success. The function of informal networks becomes relevant for transactions under ambiguity that require trust and commitment between actors.Continue reading “Informal Network Leadership—Proactive Versus Reactive Strategic Choices”
Tag Archives: Leadership
Employee engagement in the digital work era
How to be a part of it when we don’t go to office anymore? // In recent years, and particularly this one, the workplace has been moving online. Many employees are now working from home without direct supervision from managers or coworkers. This can mean that workflow decreases as there is no encouragement from thoseContinue reading “Employee engagement in the digital work era”
Remote work: Social anxiety and the Fear-of-missing-out (FOMO)
How leaders can help to combat feelings of FOMO and get the most out of work // What is FOMO? FOMO (Fear of Missing Out) encompasses the idea that employees are feeling detached from their normal routine. Some employees may feel that something is missing from their working lives and that they are cut adriftContinue reading “Remote work: Social anxiety and the Fear-of-missing-out (FOMO)”
The use of leader humor in the East and West
When and how to use humor in East Asia and North America // Research on humor generally tends to assume that the use of humor by a leader towards his or her subordinates has positive effects and is widely regarded as an indicator of the leader having likable characteristics. This is likely untrue for otherContinue reading “The use of leader humor in the East and West”
Access denied – When informal networks limit expatriate effectiveness
The inability to integrate into informal networks when doing business abroad can become a risk for the organization // Owing to increased business activities by multinational corporations (MNCs) as well as to the further opening of new and large overseas markets (e.g., China, India, Brazil), the use of the expatriate manager has steadily increased withinContinue reading “Access denied – When informal networks limit expatriate effectiveness”
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