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International Joint Ventures at the Crossroads: Building Leadership Bridges
Abstract
While leading theorists, researchers, and practitioners are currently engaged in the discussion of global leadership, the perspective has been in terms of case studies of multi-country or multi-company approaches. This chapter frames the role of competencies by introducing a new model of shared leadership called the Five Lenses of Shared Leadership. The model uses grounded theoretical foundations to support its components and provides implications for use across various partnership and business relationships. The collaborative structure of an International Joint Venture (IJV) is defined in terms of market share and a competitive advantage. Critical discussion on the development of global leaders, organizational conflicts and culture, and embedded effectiveness across borders and boundaries serves as a methodology for understanding knowledge transfer.
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