Abstract—The continuous pursuit of growth and diversification has pressured companies to pursue internationalization for their operations. Understanding the rationales and limitations of such efforts has been the subject of much research for several decades. While researchers have yet to arrive at conclusive directives, many regard internationalization efforts as taking the form of a 3-stage sigmoid. Leadership is seen as the primary factor capable of modifying the 3-stage internationalization sigmoid, since it is responsible for allocating further resources or postponing further expansion. Extant research provides that there is a clear differentiation between management and leadership. This paper presents internationalization and leadership as related concepts that intersect so as to provide a framework for solutions with regards to leadership styles seen to best address organizational decisions with regards to internationalization efforts needed for the third stage of the sigmoid. Conclusions and further research direction are also included as the framework is not seen as exhaustive.
Index Terms—Internationalization, sigmoid, leadership, multinational.
Frank F. Cotae is with the Mount Royal University, Canada (e-mail: fcotae@mtroyal.ca).
Cite:Frank F. Cotae, "Internationalization and Leadership," International Journal of Information and Education Technology vol. 3, no. 3, pp. 343-347, 2013.