Career Development of Local Talent in Global Organizations: A Bermuda Perspective
Crystal B. Clay
The 21st-century marketplace represents a new era for organizations—a borderless, interconnected global economy characterized by constant change and uncertainty. Interactions with culturally diverse suppliers, customers, and employees are the new business reality. Rosen, Digh, Singer, and Phillips (2000) asserted that cultural mindset influences the fundamentals of business, and organizations will have to leverage their global assets and build a globally literate workforce for the 21st century in order to accomplish true sustainable global competitive advantage. Global mindset has, therefore, become a key competency for effective global leadership and is critical to the career development of local talent as corporations spread across the globe. Many global organizations today are located in local communities where they rely upon local talent to execute their business strategies. This study provides insights into the process of developing local talent in global organizations from a Bermuda perspective. This research highlights cultural perspectives in leadership effectiveness. Further, the study provides understanding of the outcome expectations that local talent have regarding global leadership career prospects as well as outcome expectations that global leaders have for local talent. Using a qualitative inquiry strategy, this study explicates the extent to which career development goals and expectations of local talent and global leadership are aligned. Career development strategies that global leaders employ to develop as global leaders were also a salient part of this study.
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